Integrated Talent Blueprint

The Integrated Talent Blueprint builds on programs and policies developed through the City of Guelph’s previous people plan – the People Practices Strategy 2009-2012. Under the People Practices Strategy, the City made significant progress within four strategic pillars:

  • a Well Workplace
  • a Learning Organization
  • Leadership
  • Business and Service Excellence

Now we are ready to evolve with the Talent Management Blueprint.

Talent management is a human resource strategy that is aligned with the Corporate Strategic Plan. Talent management, flows from the organizations mission, vision and values.

Why is talent management important?

A talent management program can greatly aid the corporation in the achievement of its business objectives. The City’s Talent Blueprint focuses resources and energies on key priorities and actions required to have engaged, diverse, high-performing, and innovative employees to meet current and future needs. In turn this enables our people to deliver effective services and programs to the community.

Areas of focus

The Talent Blueprint is built on the City’s strong foundation: corporate strategic plan, the leadership charter and corporate values.

To respond to employee, leader and organizational needs, the Human Resources department will continue to focus on providing value to our internal groups so in turn value is provided to the community. Value starts with a clear point of view—a well-defined and communicated ambition—of how Human Resources will contribute.

Human Resources will be easy to access, provide coordinated support and deliver advice which positively impact people metrics.

Over the next few years, Human Resources will lead work that falls into three priority areas to help employees continue to be part of an engaged, diverse, high-performing, innovative and productive team that is working to meet the City’s needs.

Priority 1: Know and Attract

We know what skills and abilities are needed to move the organization forward to achieve our priorities. We identify, attract and retain diverse talent that will enable us to perform successfully.

Thinking about and planning our workforce for now and in the future is very important.  Workforce planning is a process that helps ensure that the right people with the right skills are available to deliver on City priorities at the right time. This work enables us to plan for future people needs, changes and challenges, and reduces the risks that can come with labour market and skills shortages. This process helps us identify gaps between our labour demand and the availability of talent.

Strategies to address projected gaps are created and are often incorporated with other human resource initiatives such as, succession planning, retention planning, recruitment and staffing, employee learning and development, and employee engagement. We must begin by identifying key talent groups, then we project needs and expected supply into the future, while accounting for growth, retirement, and attrition. We must also stay on top of ever evolving trends and technologies such as the use of social media to ensure our place in the competition for talent.

Know and Attract activities include:

  • Workforce Planning
  • Organizational Design
  • Staffing and Recruitment
  • Diversity

Priority 2: Learn and Grow

We view learning as a strategic investment and believe that everyone in the organization has strengths to be developed. A work environment that values learning helps us to serve our employees, our organization and our community. 

The City’s learning and development approach is built on a set of principles that values employee potential. As an organization we need to focus on assessing, developing, managing and retaining the skills, abilities, knowledge and potential of employees; and effectively managing employee learning to ensure a high-performing, innovative and productive workforce.

Learning opportunities will be provided within the context of the following learning and development framework: integration, performance and continuity.

Integration includes a partnership between Human Resources and departments to provide orientation and onboarding of employees new to the organization or new to their roles. Integration is the first step to employee success.

Performance includes development opportunities for employees to improve existing or develop new skills as required in their roles. Learning required by legislation is also included here.

Continuity focuses on building skills and competencies for the future success of our teams. Learning opportunities in this category support succession planning and employee career development.

It is important to recognize the relationship between all types of learning and the City’s success. For example, learning provided for the purpose of integration and performance can greatly enhance our organization’s continuity. Likewise learning provided for the purpose of continuity will equally support both employee and organizational performance.

Learn and Grow activities include:

  • Learning and Development
  • Succession Planning
  • Performance Development
  • Leadership Development

Priority 3: Lead and Engage

Through leadership we will foster employee engagement and an enriched sense of belonging, purpose and pride in public service. As employees we experience work that is meaningful and rewarding.  

Engagement is the degree to which an organization has captured the hearts and minds of its employees. Engaged employees do their best work and want to help the City succeed. This means delivering better service to the public—an important focus of the Corporate Strategic Plan.

Engagement begins with effective leadership. Building relationships on trust and respect will create a meaningful change in our employee relations, and have a positive impact on our employee engagement. The Leadership Charter provides direction and sets out the expectations of leaders at the City. Those expectations are to:

  • Lead with a shared community mindset
  • Communicate with clarity
  • Foster innovation
  • Be accountable to our stakeholders

In addition we recognize that there are many facets to employee engagement. Engagement will be measured bi-annually and the results will inform actions and priorities to support and sustain improvement.

Lead and Engage activities include:

  • Employee Engagement
  • Wellness
  • Diversity
  • Compensation and Benefits
  • Organizational Development