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Welcome to the new HR Community Self-Assessment!
This tool has been designed to help you and your manager participate in the HR Community Talent
Review.
The procedure for the talent review has been streamlined to summarize the most relevant aspects into
a format that is easy to complete
and for stakeholders to interpret. This will result in faster turnaround of results, which can lead to
faster development and implementation
of strategies that will benefit the HR Community.
What is talent review again?
Talent review is one activity in a larger talent management cycle . There are three phases -
Prepare, Identify and Manage. Education is undertaken in the Prepare phase, talent review
meetings fall within the Identify phase,
while, and action plans are implemented in the Manage phase. The talent review meetings are a
structured, facilitated process where
the management team(s) discuss each employee in terms of their: stage of readiness, key strengths,
career goals,
areas for development and development actions plans. The information from these meetings is
captured on a summary spreadsheet
and can be used as a working tool
Who should complete this form?
Everyone in the HR Community should complete this form, as everyone in the community will be
included and discussed in the talent
review. This form will help employees and managers present the most relevant and accurate
information in the talent review,
which will be of benefit to the employee and the organization when matching development
opportunities and creating strategies.
What type of information is important?
Basic employee information is important, such as title, position type and CSU. A major part of the
talent review is the collection of the
key strengths and developmental needs of employees; these include leadership competencies, skills,
knowledge and experience. This year, we are asking employees to provide some information on their
education and years of experience.
Often employees have relevant education and experience that their managers may not be aware of,
so this is an opportunity for
employees to share their assets. Retirement eligibility and intention is also requested purely for
planning purposes. As you know as HR Professionals, we must do our best to plan for expected
retirements. This includes us and this information can assist in needed mentoring and knowledge
transfer so that our corporate knowledge does not leave with one of our valuable and experienced
employees.
Questions? Please refer to the HR Strategy Website for more information and definitions: http://www.gov.ns.ca/psc/v2/hrCent
.gov.ns.ca/psc/v2/hrCentre/amHRProfessional
Welcome to the new HR Community Self Assessment
Spreadsheet!
This tool has been designed to summarize the most relevant aspects of talent review into a format that is easy for
The spreadsheet contains two types of cells:
(1) Regular data entry cells (i.e. typing in your name)
(2) Drop down menus (i.e. choosing from a list of options)
Information is contained within 1-3 rows. To select an option from the drop down menu, select the cell, then
select the grey arrow on the right of the cell. A list will appear of all the available options, of which 1 can be
selected at a time. To delete a selection from the drop down, select the cell and backspace/delete. Additional
Useful Definitions:
Title vs. Position: The use of title is entered manually and can be very specific (i.e. Organizational Lead,
Key Strengths and Areas for Development: The key strengths and areas for development are broken into 4
categories with 3 options each, for a total of 12 possible top strengths and areas for development. Please review
the options carefully and pick the top 3 in each category, or fewer as applicable. The categories are:
Competencies (8 leadership competencies + 3 HR Competencies)
Skills
Knowledge
Experience (Experience is generally considered spending a significant amount of time performing a certain HR
An additional column has been provided to list anything you feel should be documented but is not included in the
Developmental Activities, Education, Years Experience and Retirement Eligibility: This information is also
collected to aid corporate planning and can be used to coordinate development opportunities or possible gaps.
Other Information: This section is available for you to enter any other relevant information you would like
recorded for the purpose of talent review. This could include if you would like to self-identify as a member of a
Questions? Contact Pam Matheson (424-5604) Valerie Freeman (424-6648) for any assistance in completing
HR Community Talent Review Spreadsheet
Diversity Self-
Functional Area First Name Last Name Title
Identified?
Organizational
HR Development Jane Doe Yes
Lead, Recruiting
Yes
Key Strengths
Career Goal
Competencies Skills
Effective Interactive
Mediation
Communication
HRD Manager
Written
Training Delivery
Key Strengths
Knowledge Experience Other Key Strengths
Labour Relations Labour Relations
HR Planning OHS
Classification Consulting
Areas for Development
Competencies Skills Knowledge
Development of People Coaching Diversity Management
Team Leadership Negotiation Compensation
pment
Developmental Highest level of
Experience Other Areas for Development Activities education
Diversity Management Committee Work
Bachelors Degree
Performance Management
Other Education & Yrs Exp in Total Yrs Eligible to Intention to
Certificates role exp retire retire
CHRP
3-5 6-10 5+ 5+
Other Information
Competency
Effective Interactive Communication
Decisiveness
Strategic Orientation
Development of People
Team Leadership
Achievement Orientation
Self Confidence - Courage of
Convictions
Impact & Influence
Relationship Building
Client Orientation
Change Leadership
interacting effectively with people from other cultures. It entails
enthusiastically changing or easily accepting changes in one’s own
organization or job requirements.
Analytical Thinking implies the ability to analyze information, identify key
issues, relationships or objectives, diagnose opportunities, make sound
inferences from available information, and draw logical conclusions. The
thinking process may be linear, using cause and effect relationships to
analyze problems in a step-by-step way. At the highest level, the thinking
process is often patterned, demonstrating insight by making connections
between situations or things that are not obviously related.
Conceptual Thinking is the ability to identify patterns or connections between
situations that are not obviously related, and to identify key or underlying
issues in complex situations. It includes using creative, conceptual or
inductive reasoning.
Interpersonal Understanding involves dealing with people in a respectful and
sensitive manner. It implies truly listening, understanding, accepting and
respecting the opinions, feelings, perspectives and motivations of others. It is
also the ability to use this knowledge to shape one’s own responses and to
show a concern for the welfare, dignity and feelings of others.
Self-Control is the ability to keep one’s emotions under control and restrain
negative actions when provoked, faced with opposition or hostility from
others, or when working under stress. It also includes the ability to maintain
stamina under continuing stress.
Team Orientation - Works collaboratively with others to achieve common goals, to
a team and work together, as opposed to working separately or competitively.
Team Orientation may only be considered when the subject is a member of
a group of people functioning as a team, generally where he or she is not the
leader (e.g., M&A teams, functional work groups, etc.). Team Orientation
also includes taking the role as leader in a team or other group. It implies a
desire to lead others. Leadership is not always shown from a position of
formal authority. The “team” here should be understood broadly as any
group in which the person takes on a leadership role, including the
enterprise as a whole. “Team” is broadly defined as any task or processoriented
group of individuals.
Definition
Effective Interactive Communication implies the ability to transmit and receive information clearly
and communicate effectively to others by considering their points of view in order to respond
appropriately. It includes using tact and diplomacy in all communications as well as the ability to
convey ideas and information, both orally and in writing, in a way that brings understanding to the
target audience.
Decisiveness is the ability to make decisions based on analysis of the information presented in
the face of ambigious or conflicting when there is an associated risk.
Strategic Orientation is the ability to link long-range visions and concepts to daily work. It includes
an understanding of capabilities, nature and potential of the department and the organization. It
involves taking calculated risks based on the awareness of societal, economic and political
issues as they impact the strategic direction of the department and the organization.
Works to develop people’s contribution and potential. Involves a genuine intent to foster the long-
term or development of others; direct reports, peers, team members or other staff. The focus is
on development intent rather than on a formal role of training
The intention to take a role as leader in a team or other group. Team Leadership involves
communicating a compelling vision and embodying the values of the Nova Scotia Public Service.
Team leadership is generally, but not always shown from a position of formal authority. The team
here should be broadly understood as any group in which a person takes on a leadership role,
including the organization as a whole. Team Leadership may also involve ensuring others
understand and achieve performance expectations, reviewing others' progress and results to
keep them focused on goals, and holding them accountable to standards of performance,
especially if they do not perform as required.
Works to achieve and improve individual and organizational contributions. Achievement
Orientation is a concern for working well or for surpassing a standard of excellence. The
standard may be one's own performance, (striving for improvement); an objective measure
(orientation); outperforming others (competitiveness); challenging or trying something new that
will improve organizational effectiveness (Innovation). Achievement orientation also involces
effectively utilizing internal and external resources to achieve government's goals.
Self-Confidence/Courage of Convictions is a belief in one’s own capability as expressed in an
increasingly challenging circumstances and confidence in one's decisions or opinions. It may
include providing leadership, direction and inspiration to others by making difficult decisions and
taking actions that may not be popular but are in the best interests of the organization and it's
clients.
Implies an intention to persuade, convince, influence or impress others (individuals or groups) in
order to get them to go along with or to support the organization's direction. The "key" is
understanding others, since impact and influence influence is based on the desire to have a
specific impact or effect on others where the person has his or her own agenda, a specific type
of impression to make, or a course of action that she or he wants the others to adopt.
Relationship Building involves the ability to develop contacts and relationships internal and
external to the organization to facilitate or gain support/cooperation. It implies building long-term
or on-going relationships with clients or stakeholders (e.g. someone internal or external to the
organization, on whom your work has an impact). This type of relationship is often quite
deliberate and is typically focused on the way the relationship is comsucted.
Develops and maintains strong relationships with clients. Focuses efforts on balancing one’s
efforts on discovering and meeting the client's needs against government's key business and
strategic prioroties. Clients may be braodly defined, including internal "customers" or "clients" as
well as the general public
Adaptability and Flexibility involves the ability to adapt quickly to change. It
includes a genuine willingness to modify own style and approach in order to
see others’ points of view or to achieve a specific objective; includes
interacting effectively with people from other cultures. It entails
enthusiastically changing or easily accepting changes in one’s own
organization or job requirements.
Analytical Thinking implies the ability to analyze information, identify key
issues, relationships or objectives, diagnose opportunities, make sound
inferences from available information, and draw logical conclusions. The
thinking process may be linear, using cause and effect relationships to
analyze problems in a step-by-step way. At the highest level, the thinking
process is often patterned, demonstrating insight by making connections
between situations or things that are not obviously related.
Conceptual Thinking is the ability to identify patterns or connections between
situations that are not obviously related, and to identify key or underlying
issues in complex situations. It includes using creative, conceptual or
inductive reasoning.
Interpersonal Understanding involves dealing with people in a respectful and
sensitive manner. It implies truly listening, understanding, accepting and
respecting the opinions, feelings, perspectives and motivations of others. It is
also the ability to use this knowledge to shape one’s own responses and to
show a concern for the welfare, dignity and feelings of others.
Self-Control is the ability to keep one’s emotions under control and restrain
negative actions when provoked, faced with opposition or hostility from
others, or when working under stress. It also includes the ability to maintain
stamina under continuing stress.
Team Orientation - Works collaboratively with others to achieve common goals, to be part of
a team and work together, as opposed to working separately or competitively.
Team Orientation may only be considered when the subject is a member of
a group of people functioning as a team, generally where he or she is not the
leader (e.g., M&A teams, functional work groups, etc.). Team Orientation
also includes taking the role as leader in a team or other group. It implies a
desire to lead others. Leadership is not always shown from a position of
formal authority. The “team” here should be understood broadly as any
group in which the person takes on a leadership role, including the
enterprise as a whole. “Team” is broadly defined as any task or processoriented
group of individuals.
Term
Consulting
Coaching
Project Management
Presentation skills
Written skills
Negotiation
Training Delivery
Problem Solving
Computer/Technical
Analytical
Job Evaluation
Budget Management
Conflict Resolution
Program development
Mediation
Process Facilitation
HR Processing (benefits, payroll, hiring)
Interviewing
Client Service
Listening
Organizational
Definiton
Consulting means to provide direction and advice within a specific functional area, or across several
functional areas, to internal clientrs in a portfolio of departments, agencies, boards and
commissions and sometimes to external stakeholders.
Coaching is about developing skills and improving performance and therefore is an integral part of
the performance management cycle, career planning, talent management and training and
development. It can be done by Managers as part of guiding and encouraging employee
development. It can also be done by a professional coach who is working with an employee on a
specific performance goal or competency development.
Project Management is the planning, organizing, staffing, scheduling, leading and controlling of work
activities to achieve a predefined outcome on time and within budget.
A structured, prepared and speech-based means of
communicating information, ideas, or arguments to a
group of interested people in order to inform or persuade
them.
The ability to effecively communicate ideas, thoughts or processes to the audience in a manner
which is easily understood.
Negotiation is a dialogue intended to resolve disputes,
to produce an agreement upon courses of action, to bargain for individual or collective advantage,
or to craft outcomes to satisfy various interests.
"The systematic analytical based designing of methods
and media so as to enable an individual or group to
learn predetermined knowledge and/or processes
against predetermined objectives and apply it to
a required standard."
"There are many approaches to problem solving, depending on the nature of the problem and the
people involved in the problem. The more traditional rational approach is typically used and involves
e.g clarifying description of the problem, analyzing causes, identifying alternatives, assessing each
alternative, choosing one, implementing it, and evaluating whether the problem was solved or not."
Knowledge and use of the various computer programs employed by Government,
Skilled in using analysis (separation of a whole into its
component parts), especially in thinking or reasoning.
The process of determining the value of a particular set of
duties and responsibilities in relation to other jobs in the
organization
Amount of money or resources earmarked for a particular activity or time-frame; An itemized
summary of intended expenditure; To construct or use a budget; of, or relating to a budget;
appropriate to a restricted budget
The term "conflict resolution" refers to a range of processes
aimed at alleviating or eliminating sources of conflict.
The term "conflict resolution" is sometimes used
interchangeably with the term dispute resolution or
alternative dispute resolution. Processes of conflict
resolution generally include negotiation, mediation and diplomacy.
Program development is an ongoing systematic process that
professionals follow as they plan, implement and evaluate their
programs. It can be applied on a small scale e.g. to an individual workshop; on a larger scale to a
comprehensive community initiative or to a county or provincial program of action. The scope may be different
but the principles of program development remain the same.
In the field of resolving controversies, mediation offers an informal method of dispute resolution, in
which a neutral third party, the mediator, attempts to assist the parties in finding resolution to their
problem through the mediation process.
The Process Facilitator is a person who is both experienced
with the work in question and trained as a facilitator. The Process Facilitator acts as a coach to the
team to monitor the process, foster the understanding of the topic, the
development of the disciplines and adherence to the work practices. The goal of the Process
Facilitator is to assist a team to become "performing" so that they are able to
actively and independently persue continuous learning and
improvement.
Knowledge and use of the various computer programs employed by Government, especially SAP.
Knowledge of the steps to facilitating the interview process. Knowledge and use of behavioural
interview techniques.
According to Turban et al. (2002)[1], “Customer service is a series of activities designed to
enhance the level of customer satisfaction – that is, the feeling that a product or service
has met the customer expectation.”
Active listening intentionally focuses on who you are listening to, whether in a group or one-on-one,
in order to understand what he or she is saying. As the listener, you should then be able to repeat
back in your own words what they have said to their satisfaction. This does not mean you agree
with, but rather understand, what they are saying.
The ability to organize work processes and tasks to that they are performed in an efficient and timely
manner.
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