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Prepared by: Office of the Comptroller General Treasury Board of Canada Secretariat Presented by: Sylvie Séguin, CGA Acting Senior Director Financial Management Community Development Office of the Comptroller General. Key Competencies for the Strategic Business Advisor

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Prepared by: Office of the Comptroller General

Treasury Board of Canada Secretariat

Presented by: Sylvie Séguin, CGA

Acting Senior Director

Financial Management Community Development

Office of the Comptroller General

Key Competencies

for the Strategic Business Advisor

FMI Vancouver Chapter

May 6, 2014

presentation overview
Presentation Overview

Part I: Knowing the Expectations


The ideal strategic business advisor

Part II: Investing in your Career

Learning and development tools to support you in managing your career

Talent management for the FM community

what are competencies
What Are “Competencies”?

Defined as…

The characteristics of an individual that underlie performance or behaviour at work.*

They are:



“Can do” + “Will do” = Competencies

(Skills, knowledge) (Behaviour)

*Source: Public Service Commission of Canada

competency overview
Competency Overview

The Competency Iceberg

who uses competencies
Who uses competencies?

Competencies are used by:

Professional accounting bodies (CA, CGA, CMA, CPA)

Office of the Chief Human Resources Officer

(Key Leadership Competencies)

Educational institutions

competencies are used as part of sound human resources practices
Competencies are used as part of sound Human Resources practices

Statements of Merit

Candidate Assessment Tools

Job Competency Profiles

Professional Dev Program

Performance Objectives

Learning Curriculum

Performance Assessment

Learning Plans

financial officer competency dictionary
Financial Officer Competency Dictionary

Thekey competencies (behavioral and technical) to successfully fulfill requirements of a job/profession

There is a progression in proficiency (logical and cumulative)

Indicatorsdescribe behaviors that an employee demonstrates at that proficiency level

List includes key behaviors for each competency, it is not exhaustive

List has to be manageable and accessible

Each indicator is measurable and uses action verbs

Vocabulary must be relevant to users but also be in plain language

key aspects of each competency
Key aspects of each competency

Proficiency levels equate to corresponding FI level

Competency title and short definition

Key indicators associated with each proficiency level

successful performers
Successful Performers

Successful performers:

Display professional behaviour in a consistent manner;

Fulfill job requirements by being productive and effective at their work level

Perform at or above the job level (quality, timeliness and responsiveness) as a matter of course

Use particular approaches and demonstrate specific behaviours that facilitate meeting of objectives

Poor Performer

Successful Performer

Far Exceeds Expectations

hiring the right people
Hiring the Right People

Competency-based staffing and selection methods: the better the “fit” between the requirements of a job and the competencies of an incumbent, the higher job performance and job satisfaction will be

Competency-based staffing tools and methods are designed to elicit details regarding candidates’ critical experiences, based on the premise that past performance is a good predictor of future performance on the job

learning and development
Learning and Development

Competencies should be used as a basis for the development of learning plans, and can help managers focus on the learning activities that best correspond to the development needs of their employees

Key questions for managers:

Is the individual performing to his/her best ability?

What may be keeping him/her back?

Is the individual ready for a promotion?

Are there other elements that should be considered?

Key questions for employees:

Am I performing to my best ability?

What is keeping me back?

What other work would I like to perform?

Am I ready for a promotion?

What else do I need to consider?

performance assessment
Performance Assessment

Use of competencies in the performance management cycle ensures that individuals are evaluated on criteria that are relevant to the job and they are aware of these criteria

It facilitates communication with management and provides benchmarks against which performance can be evaluated

Provides transparency and a greater sense of empowerment


The Ideal Strategic Business Advisor


Behavioural Competencies

  • Oral and Written Communications
  • Strategic Thinking – Analysis
  • Strategic Thinking –Ideas
  • Engagement
  • Risk Management


  • Tells the story behind the numbers
  • Asks the right questions
  • Asks the right questions
  • Is business-oriented
  • Is strategic advice–oriented
  • Understandsthe big picture
  • Is an agent of change
  • Is client-focused
  • Understandsrisk tolerance and takes into consideration risk appetite
  • Is trustworthy
  • Is flexible

The Ideal Strategic Business Advisor


Functional Competencies

  • Planning and Resource Management
  • Accounting and Reporting
  • Planning and Resource Management, Financial Policy and Financial Systems
  • Balances strategic advice
  • Monitors projects
  • Alignment of roles
  • Ensures policies are respected
  • Supports and facilitates decision making
  • Delivers
  • Implements

Perceptions of finance function:

  • Seen as:
      • focused on itself
      • rule-bound
      • the centre for control
      • process-oriented vs. results-oriented
      • adding cost to running programs (i.e., overhead)
part ii investing in your career
Part II:Investing in your Career
  • Learning and development tools to support you in managing your career
  • Talent management for the FM community
take charge of your career
Take Charge of Your Career

Familiarize yourself with the FI competencies and the tools and resources in the Employee’s Guide

Look at competencies at FI-02, FI-03 and FI-04 levels to determine where you need to grow

Assess your skills and experience using the “FI to CFO Career Path”

Develop an action plan

learning and development tools
Learning and Development Tools
  • FI to CFO Career Path
  • Welcome to Pages
  • Learning Maps
  • FI Core Curriculum
  • Manager’s Guide to Financial Officer Competency-Based Management
  • Self-Assessment in Talent Management for the Finance Community – Employee Guide to Competency-Based Management

Available at:

welcome to pages1
Welcome to Pages
  • Available for each FI level in the career path
  • Provides guidance to FIs on how to best position themselves to meet the requirements of their position and for growth within the FM community
    • Competencies to develop and master by level
    • Recommended learning opportunities by level
    • Development and learning required to reach the next level
learning maps
Learning Maps
  • Learning map for each FI level
  • Linked to core curriculum
  • Five segments:
    • Required training
    • Learning activities needed to do the job
    • Learning activities to prepare for a future position
    • Learning activities to develop leadership skills
    • Other suggested training
  • Provides learning to further develop competencies and aid in career progression
fi core curriculum
FI Core Curriculum

Developed by the OCG in collaboration with the CSPS. The curriculum has four streams:

  • Basic stream: foundational level courses (F-111,

F-112, F-113)

  • Functional stream: core knowledge at the operational and analytical level – the “how to” of the curriculum
  • Strategic stream: designed to develop participants critical thinking skills, includes strategic series
  • Development stream: complementary training recommended for all FIs
finding opportunities
Finding opportunities

Volunteer your time and learn new skills:

  • FMI
  • Regional councils
  • Committees
  • Universities
  • Non-profit organizations
  • Boards of directors

Talent Management

for the FM Community

current initiatives in talent management
Current Initiatives in Talent Management
  • Rejuvenated FORD Program
  • FM Community: Learning and Professional Development Needs
  • CFO Talent Management
    • Institute on Governance
    • Next Generation
    • On-line pilot with academia
ford hybrid campaign fall 2013
FORD Hybrid CampaignFall 2013
  • Major changes from previous campaigns:
    • 24 months and 2 rotations (vs. one year)
    • OCG to provide 3 to 4 one-day training sessions
    • MOU to reflect 24 months
  • Anticipated opening of inventory in Spring 2014:
    • Many bilingual candidates
    • Inventory numbers based on expected departmental requirements
    • Focus on candidates who pursued a specialization in accounting
fm community learning and professional d evelopment needs
FM Community: Learning and Professional Development Needs

Based on responses to 2012 FM community fact-based questionnaire, the following are the learning and professional development needs identified:

  • Oral and Written Communications
  • Engagement
  • Strategic Thinking – Analysis and Ideas
  • Management Excellence – People
cfo talent management
CFO Talent Management


  • Ensure an adequate future supply of qualified individuals in the community who can fulfill the requirements of the CFO position
  • Develop a robust system of succession planning for critical positions within the community
  • Identify competency gaps within the CFO community and its feeder groups and ensure plans are in place to address them
cfo talent management developmental initiatives
CFO Talent ManagementDevelopmental Initiatives

In collaboration with the FM community, the OCG developed the following training products:

  • On-line Public Sector Financial Management Leadership Development Program, September 2013
  • Comptrollership Leadership Bootcamp – Director (EX-01) level, September 2013
  • Next Gen CFO Course – aimed at future ADM level CFOs - EX-03 level participants, November 2013
cfo talent management next steps
CFO Talent Management: Next Steps
  • All pilots successfully completed
  • Results of recent on-line program to develop leadership and managerial competencies showed that FI-03, FI-04, and EX-01 have different learning needs
  • Currently considering a tiered approach to leadership and management development for transitional groups at FI-03, FI-04, and EX-01 levels
other resources
Other Resources

Financial Management Institute of Canada (FMI) (