Planning Your Learning

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Planning Your Learning DPI Seminar January 26,
2007 Sandra Webber and Fernande Surprenant
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Presentation Overview

• The Learning Context
• Why Learning Matters
• Learning,Training and Development Policy
• The Canada School of Public Service
• The School and Functional Communities
• Planning Your Learning
• Linking personal and organization needs
• Building your learning plan

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The time for Public Service renewal is now

• Public and private sector organizations are
  competing for multiple skill sets that are in
  scarcer supply
• Learning is increasingly viewed by large
  organizations as a vital element to distinguish
  themselves from the competition when vying for
  talent and
• This positions the role of learning as central to
  Public Service renewal.

to ensure a strong Public Service geared toward
excellence and positioned to maintain Canadas
comparative advantage
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The Policy on Learning, Training and Development

• Came into effect January 1, 2006
• Highlights the value of learning
• Recognizes the authority of Deputy Heads for
  determining learning requirements and provides
  support to
• build individual capacity
• strengthen organizational leadership
• encourage innovation in public sector management
• Outlines the employers specific training
  requirements and establishes learning
  responsibilities for employees, employers and
  departments

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Directive on the Administration of Required
Training

• Came into effect May 15, 2006
• Objectives
• to strengthen organizational capacity and
  contribute to ensuring that employees share a
  common understanding of their role as public
  servants
• to ensure supervisors, managers and executives
  have the necessary knowledge to effectively
  exercise their delegated signing authorities
• to ensure functional specialists in domains
  identified by the employer meet established
  professional standards
• The directive clarifies which employees are to
  successfully complete required training and
  establishes timelines for doing so.

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Required Training includes

• Orientation to the Public Service
• for employees newly appointed to the Public
  Service
• Authority Delegation Training
• for newly-appointed supervisors, managers and
  executives
• Authority Delegation Online Assessment
• for managers and executives
• Professional Training for Functional Specialists

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The School is uniquely positioned to advance
government-wide learning

• The Public Service Modernization Act (PSMA)
• Created the Canada School of Public Service
  through the amalgamation of the Canadian Centre
  for Management Development, Training and
  Development Canada and Language Training Canada.
• TB Policy on Learning, Training and Development
• Mandates the School to develop and deliver
  programs for Required Training, Professional
  Development and Leadership Development.

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Successful renewal of the Public Service requires
a comprehensive approach to learning
To implement a more coordinated approach to
Public Service learning and to better align
learning with the business priorities of
government in a dynamic, bilingual environment.
Organizational Leadership
Departmental learning strategies that
better leverage individual knowledge,
manage change and deliver results for Canadians.
Renewed Public Service dedicated to excellence
Public servants able to perform in their current
job, take on the challenges of the next job in a
dynamic, bilingual environment.
Dissemination of leading-edge practices in
public management / administration across
government through research and learning.
Individual Learning
Innovation in Public Management
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Providing public servants with the appropriate
knowledge, skills and tools is a key element to
PS renewal

• The Schools has a comprehensive framework of
  programming centered on
• Foundational development
• Orientation
• Authority Delegation Training
• Language Training
• Professional development
• Programming kept evergreen based on government
  priorities
• Functional Communities
• Leadership development

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Functional communities may be defined by the
following characteristics

• Specific body of knowledge
• Driven by Government policy
• Horizontal mandate/membership
• Recognized by central agencies

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Functional Communities play an important role in
today's Public Service

• They provide expertise critical for advancing the
  Governments Agenda
• HR PS Modernization
• Finance, Procurement, Material Management and
  Real Property Accountability Act
• IM/IT GoL
• They naturally create networks that cut across
  Departments and Agencies and can be effective
  instruments for promoting horizontality

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Functional Community Learning Cycle
Needs Assessment
Share Better Practices
Advice
Agreed Action Plan
Learning Framework
SCHOOL / FUNCTIONAL COMMUNITIES
SCHOOL / SYSTEMS TRAINING APPROACH
Relationship Management
Design / Develop
Employer Learning Objective to Build Individual
Capacity in the Public Service
Communication Strategy
Delivery
Evaluation
Functional Community Strategy
Assessment
Quality Assurance
Licensing
Others / Institutes
Certification
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The School works with Functional Communities to
build strategic training plans
Process
Security, Service to Canadians, Accountability
Understand the business needs
knowledge, skills, competencies
Identify and specify training needs
clearinghouse, on-the-job training, IT-based,
coaching
Translate/integrate training needs into action
Quality Assurance / Functional
Community Database
CSPS, professional bodies, Private Sector,
Universities Colleges
Deliver the training
client satisfaction, test results, Employer
satisfaction
Evaluate
and partnerships have been formed with key
players such as the TBS, OCG, PCO, PSHRMAC and
CIOB to ensure success.
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By anchoring this process in competencies,
strategic training plans will be able to address
a variety of individual and organizational needs

• Organizational needs
• recruiting orientation
• retention professional respect and
  recognition
• staffing prequalification for promotion by
  certifying met competencies at next level
• improve organization performance
  results-based management
• minimum standards authority delegation
  training
• Individual needs
• career management understanding gaps and
  training opportunities, self-assessment
• personal development professional pride and
  certification

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The School already targets the learning needs of
some Functional Communities
04/05 - PARTICIPANTS
SIZE
FUNCTIONAL COMMUNITY
04/05 - COURSES
2086
Finance
3,000
11
5001
3,600
20
Human Resources
Procurement, Materiel Management Real Property
1498
6,000
14
Information Management
691
11,000
12
422
2,000
8
Communications
1110
5,000
9
Policy
1,400
11,000
14
Middle Managers
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INFORMATION MANAGEMENT

• Courses developed in collaboration with the
  Organizational Readiness Office (ORO) and the
  Information Management Community
• Supports the implementation of the Management of
  Government Information Policy
• Courses include

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Your Learning
Government Priorities
Skills and Experience
PS Learning Training and Development Policy
Personal Learning Plan
Organization Learning Plan/Strategy
Employee Development
Departmental HR Plan
Career Aspirations
Departmental Learning Policy
Performance Management
Functional Community Guidance
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Preparing a Personal Learning Plan (PLP)

• Analyze your learning needs
• Current job
• Career aspirations
• Skill and knowledge gaps
• Outline your learning goals
• Choose learning activities
• Range of strategies, from courses to
  self-learning to projects or assignments
• Set measures of success
• Set realistic target dates
• Clarify the investment
• Time and money
• Review draft PLP with your manager
• Put your plan into action

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• Canada School of Public Service
• myschool-monecole.gc.ca