An Introduction to the HR Career Pathways and Opportunities Model

1. An Introduction to the HR Career Pathways and Opportunities Model • What is the HR Career Pathways and Opportunities Model? The HR Career Pathways and Opportunities Model is a web-based tool, that provides career planning and development information to HR professionals in government. This information includes an illustration of the representative positions and potential career pathways within the HR Community. It also specifies how HR professionals in government can move from one role to another, and progress in their careers. The HR Career Pathways and Opportunities Model is a key success through HR professionals tool to be used in the career development process for the HR Community. It includes information to help HR professionals complete their development plans needed for their own growth and to prepare for the annual HR Community Talent Review. The HR Career Pathways and Opportunities Model can also be used by managers to help support career planning and development within their respective teams. The model has been designed to help meet the development needs of the HR Community as a whole and its individual members. The HR Career Pathways and Opportunities Model also serves as a useful link between the career development and performance management processes. It provides concrete career related information that can be used to set goals and achieve career goals as well as ensure skill set and competency growth within the HR Community. Note: The HR Career Pathways and Opportunities Model does not include roles in which the primary function is not HR in nature, even though some core responsibilities may include aspects of HR management and/or processes and requires some knowledge in HR processes and/or management.

2. Strategic Overview Corporate HR Plan HR Community Vision and Values HR Strategy for the HR Community success through HR professionals Building Capacity HR Skills & Competencies Talent Management Career Management Philosophy Performance Management Career Development Career Path Model Knowing What Is Expected Setting performance targets and career goals. Knowing What You Want Setting career and development goals. Whenever possible, take one or more of your development goals and incorporate it into your performance plan.

3. Using the Model The following steps are provided to help you navigate through the process of using the HR Career Pathways and Opportunities Model. Consultant Step One: Understand your current role requirements (role profile) and identify any areas for development. Make these areas for development a priority. Step 3: Use the HR Building Blocks for the role you are currently in or aspire to and incorporate skill building and competency enhancing activities into your development and performance plans. Manager Step Two: Become familiar with the desired future role requirements (role profile) including competencies associated with the role. Manager Consultant

4. Role Profiles Role profiles have been developed for representative roles in the HR Community. Each profile provides the overall purpose of the role, representative activities, associated competencies, functional areas as well as any training requirements or experience needed. Title and Level of Work Overall Purpose Brief description of why the role exists. Key Accountabilities Representative activities required of the role. Competencies The behavioural competencies and levels associated with the role Functional Areas HR area specific activities and knowledge. Required Training and Experience Any education or training that is needed as well as any experience required.

5. HR Career Building Blocks Building Blocks have developed to help you identify the competencies you should be developing and the opportunities you should be seeking to be exposed to new challenges and areas that relate to the role you aspire to be in. HR Manager Breaking down the role. The career milestones that are key to success and how these key pieces fit together. Building Blocksare also useful for anyone new to their role or who wish to stay in their current role to identify where they should be and if further development may be required. You are encouraged to incorporate the Building Blocks into your Development Plan to help achieve your career goals. Building Blocks Be Creative, Be Proactive, Be Open

6. Building Blocks Building Blocks career milestones are captured in a form that includes space for you to outline your plans for development and record the completion date 3 Primary Blocks HR Professional Competencies Leadership Competencies HR Skills & Knowledge Be Creative, Be Proactive, Be Open Each Primary Block is broken down into several blocks or career milestones for that role.

7. Building Blocks Competency Buildings Blocks Provides the building blocks for the three HR Community specific competencies and leadership competencies to help you prepare for current role or your desired move. It is important to remember that these Building Block do not represent the ongoing responsibilities of a job, but rather a series of key accomplishments that will add to your foundation of skills and competencies. Each accomplishment can be completed, in other words each has a beginning and an end. HR Professional Competencies Leadership Competencies HR Skills & Knowledge These career milestones include special projects, training, team/committee work and tasks that focus on giving you experience in one or more areas of HR management and would be directly linked to a particular position on your chosen career pathway. HR Skills & Knowledge In addition to the Building Block, A Competency Development Resource Guide has been prepared for the HR Community that provides development ideas and activities for each of the eight government wide leadership competencies for MCP employees. It also includes development activities for the three HR Community specific competencies: Client Orientation, Change Leadership and Effective Interactive Communication.

8. HR Community Competencies • The following three competencies have been identified for all HR roles in government. • Client Orientation • Change Leadership • Effective Interactive Communication • In addition to these three competencies are the leadership competencies. • Decisiveness • Strategic Orientation • Development of People • Team Leadership • Achievement Orientation • Self-Confidence/Courage of Convictions • Impact and Influence • Relationship Building For more information on the HR Career Pathways and Opportunities Model including: Planning and Managing Your HR Career In the Government of Nova Scotia Using the HR Career Pathways and Opportunities Model Please go to www.gov.ns.ca/psc/HRProfessionals

9. Leadership Competencies • Decisiveness is the ability to make decisions based on analysis of the information presented in the face of ambiguous or conflicting situations, or when there is an associated risk. • Strategic Orientation is the ability to link long-range visions and concepts to daily work. It implies the ability to think conceptually and to “see the big picture”. • Development of People involves working to develop people’s contribution and potential. Involves a genuine intent to foster the long-term learning or development of others, including direct reports, peers, team member or other staff. • Team Leadership is 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. • Achievement Orientation involves working to achieve results and improve individual and organizational contribution. Achievement Orientation is a concern for working well or for surpassing a standard of excellence. • Self-Confidence/Courage of Convictions is a belief in one’s own capability as expressed in increasingly challenging circumstances and confidence in one’s decisions or opinions, within the framework of public interest, values and organizational integrity. • Impact and Influence 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. • Relationship Building involves the ability to develop contacts and relationships internal and external to the organization to facilitate work efforts or to gain support/cooperation. It implies building long term or on-going relationships with clients or stakeholders.