Loading in 2 Seconds...
Loading in 2 Seconds...
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
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.
Treasury Board of Canada Secretariat
Presented by: Sylvie Séguin, CGA
Acting Senior Director
Financial Management Community Development
Office of the Comptroller General
for the Strategic Business Advisor
FMI Vancouver Chapter
May 6, 2014
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
The characteristics of an individual that underlie performance or behaviour at work.*
“Can do” + “Will do” = Competencies
(Skills, knowledge) (Behaviour)
*Source: Public Service Commission of Canada
The Competency Iceberg
Competencies are used by:
Professional accounting bodies (CA, CGA, CMA, CPA)
Office of the Chief Human Resources Officer
(Key Leadership Competencies)
Statements of Merit
Candidate Assessment Tools
Job Competency Profiles
Professional Dev Program
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
Proficiency levels equate to corresponding FI level
Competency title and short definition
Key indicators associated with each proficiency level
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
Far Exceeds Expectations
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
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?
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
Perceptions of finance function:
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
Available at: www.gcpedia.gc.ca/wiki/Financial_management_community
Developed by the OCG in collaboration with the CSPS. The curriculum has four streams:
Volunteer your time and learn new skills:
for the FM Community
Based on responses to 2012 FM community fact-based questionnaire, the following are the learning and professional development needs identified:
In collaboration with the FM community, the OCG developed the following training products:
Financial Management Institute of Canada (FMI) (www.fmi.ca)