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P L AY B O O K
Retain and Gain
Career Management for the Public Sector
Equips
managers
for career
Lisa Taylor, Challenge Factory conversations
that grow
talent
Preface:
This Playbook is published by CERIC, a
charitable organization that advances
Retain and Gain: Career Management education and research in career
for the Public Sector counselling and career development to
increase the economic and social well-
Copyright 2021 by Lisa Taylor, Challenge being of Canadians.
Factory
The first two editions in the Retain and
No part of this publication may be Gain series focused on how small busi-
reproduced, distributed, or transmitted ness and non-profit managers can use
in any form or by any means, including career management activities and tools
photocopying, recording, or other to engage their teams. I am excited that
electronic or mechanical methods, CERIC saw the potential to expand the
without the prior written permission series to include this edition, focused
of the publisher, except in the case on executives and managers in the
of brief quotations embodied in public sector (encompassing all levels
critical reviews and certain other of government and jurisdictions across
non-commercial uses permitted by Canada). In researching this edition,
copyright law. Wholesale discounts some of the challenges that public
for book orders are available through sector leaders face resembled those I
Ingram Distributors. had heard from executives and manag-
ers in other sectors. In other cases, the
Published by: very nature of the work that is done
CERIC within the public sector, the size of this
2 St Clair Avenue East, Suite 300 workforce and the way career progress
Toronto, Ontario and success is measured create unique
M4T 2T5 conditions not seen in small businesses
Canada or non-profits. In this Playbook, I have
tried to focus on those elements
Website: www.ceric.ca unique to the public sector while also
Email: admin@ceric.ca sharing common tools and information
useful to any executive or manager,
ISBN regardless of their sector, seniority or
Paperback: 978-1-988066-64-6 team size.
ePUB: 978-1-988066-65-3
ePDF: 978-1-988066-66-0 No resource focused on the careers
of employees would be complete
without the provision of tools to
assist leaders in the pursuit of
greater diversity, equity and inclusion
(DEI) in the workplace. DEI is not a
“special situation” to be addressed as
something unique or optional and so,
wherever possible, we have integrated
these resources and activities into the
main sections. DEI is a foundational
part of an organization’s culture and
inseparable from fundamental human
rights. As such, while there are special
situations listed in Section 4, these
are intended to address unique
circumstances that may sometimes
(but not necessarily always) arise.
This edition of the Playbook does
have one very unique feature that
only applies to public sector leaders:
this is our “Careers and Canadians”
callouts. As you will read, we believe led by Taryn Blanchard and including
it is essential to address not only Ben Martin, Nicole Hou, Sage Duquette
the impact that career management and Justin Doran.
can have on the engagement of
staff within the public sector, but This project was guided by a
also the significant impact a career fantastic Advisory Committee,
development mindset can have on with many thanks for their insight,
the framing and shaping of public guidance and generosity:
policies, programs and operations. A
public sector workforce that is aware Tricia Berry, Learning Specialist
of career management practices and for Universal Design for Career
tools can lead to broader benefit for all Education, Education Support Services,
Canadians. Department of Education & Early
Childhood Development, Government
Finally, as always, I am grateful to all of New Brunswick
who have provided their time, expertise
and commitment to the Retain and Patti Edwards, Manager, Climate
Gain series and this specific edition. For Research Data Products, Environment
now, I’d like to provide sincere thanks and Climate Change Canada
and admiration to CERIC for its vision,
support and leadership, as well as to
my incredible Challenge Factory team,
Chris Fernlund, Manager, Student Thank you also to the following
Support, eCampusOntario research participants and reviewers
who generously shared their
Raquel Fragoso, Director General, experiences and expertise about
Human Resources, Federal Economic the public sector and career
Development Agency for Southern management:
Ontario
• Aderonke Akande
Rachel Haché, Co-President,
Interdepartmental Careers Community • Judy Brown
of Practice, Government of Canada and
Human Resources Corporate Manager, • Martine Cantin
Atlantic Canada Opportunities Agency
• Adam Eckhart
Alastair MacFadden, Executive in
Residence, Johnson Shoyama Graduate • Paul Keller
School of Public Policy
• Shelley Kilbride
Sabrina J.C. Persaud, Researcher and
Policy Analyst, Privy Council Office • Kyla McKenzie
(Public Service Renewal Secretariat,
Beyond2020 Team) • Susan Osborne
Christa Ross, Assistant Deputy Minister, • Valérie Plourde
Immigration, Employment & Career
Development Division, Ministry of • Paul Saad
Immigration and Career Training,
Government of Saskatchewan • Milly Sywanyk
Nathalie Thériault, Co-President, • Michel Turcotte
Interdepartmental Careers Community
of Practice, Government of Canada and • Anne Walker
Senior Career Management Advisor,
Public Services and Procurement • Johanna Wolf
Canada
To all other anonymous research
Charlie Tsao, Advisor, Privy Council participants, thank you very much.
Office (Public Service Renewal
Secretariat)
Contents
Section 1: Introduction 6
Note to Public Sector Leaders 7
How to Use the Playbook’s “Travel Guide” 8
Format
Section 2: Why Career Management Matters 14
to Your Organization
Preparing for Your Career Management Journey 15
What “Good” Career Management Looks Like 19
Section 3: Building Your Career Management 24
Itinerary
Tips to Get You Started 25
Itinerary A: 10 minutes to spare 27
Itinerary B: One hour a week 32
Itinerary C: Half-day every few months 38
Template to Build a Career Management 46
Itinerary – Your Action Plan
Sample Career Management Itinerary 47
Section 4: Special Situations 48
When Managers Are Not Comfortable or 49
Capable of Having Career Conversations
Dealing with Life Events and Leaves of Absence 52
Precarious Employment Practices 54
Career Considerations for New Graduates 56
Career Considerations for the 50+ Workforce 58
When There Are Few Opportunities for 60
Knowledge Specialist Advancement
Navigating Employee Investment and a Public 62
Service Mandate
Section 5: Careers and Canadians 64
Section 6: Listed and Additional Resources 72
Notes and References 84
Endorsements for Retain and Gain: Career 90
Management for the Public Sector
Section 1: Introduction Note to Public Sector Leaders 7 How to Use the Playbook’s 10 “Travel Guide” Format
Retain and Gain
Section 1
Note to Public Sector Leaders
Welcome to the Retain and Gain Career Management
Playbook, designed for you: smart, engaged and curious
leaders in the public sector.
The goal of this Playbook is to assist shifts in technology and rising expec-
you in implementing career manage- tations from citizens.2 Finding the
ment activities that will benefit you and time, energy and resources to focus on
your employees – the people who are career management, then, can also be
critical to the success of your organi- very challenging.
zation, as well as to the economic and Leading a team in the public sector
social well-being of Canadians. These means constantly balancing internal
activities are designed to work with staffing needs against the operational
free (or low-cost) resources that can requirements that enable the execution
be applied on the job, as part of regular or fulfilment of a public mandate.
work structures, starting today. Associated with this is the struggle
Canada’s public sector leaders against negative public perception that
work hard to improve the lives and investing in employees takes resources
well-being of Canadians while building away from public goods and services.
strong and diverse workplaces.1 These The public doesn’t always recognize
are no small tasks, and the stakes the connection between internal
are high not only for public sector investment in employees and external
employees but for all Canadians served productivity or quality services.
by them. The challenges facing public These challenges and balancing acts
servants across the country are com- take place no matter what jurisdiction
plex – including financial constraints, you are working in – federal, provincial,
high workloads, aging demographics, territorial, municipal and First Nations –
or what type of leader you
are – in-scope or out-of-
scope manager, supervisor,
TAKE ACTION team lead, director and
Throughout this Playbook you will see the “TAKE executive.
ACTION” headings that suggest ways to put A key component of
the information being shared to immediate use. fulfilling public mandates
Don’t feel you have to incorporate all suggestions
and developing a skilled,
or topics covered immediately. The aim of this
Playbook is to be an ongoing resource you can inclusive, agile and
use over time. Return to it whenever you want to equipped staff is effective
learn more or take action. career management. While
employees have ultimate
7
Section 1: Introduction
ownership over and responsibility They are committed to meeting the
for their own careers, managers have career needs and aspirations of their
an important duty to enable their employees, and they don’t need to
employees’ careers through support, be convinced of the good that career
empathy and openness. In some cases, management can do. What they need
a manager’s decisions or actions can is practical activities, tips and advice for
affect an entire career. This is especially putting career management to use as
true for members of DEI groups, who they find themselves in a constant tug-
can face career advancement obstacles of-war between competing priorities,
from many quarters. By cultivating this constraints and other public sector
type of careers-focused environment, challenges.
managers not only contribute to the This Playbook has something for
positive personal and professional every leader in Canada’s public sector.
growth of their employees but also lay To our main audience: Consider
critical groundwork for operational yourself a traveller and this Playbook
success. your travel guide. Both you and
Canada’s public sector leaders know your employees experience shifting
that in today’s changing world of demands and challenges over the
work, the status quo is not acceptable course of your career in the public
or feasible anymore, especially in sector, and there’s no “one-size-fits-all”
relation to the COVID-19 pandemic approach to meeting them. The
and its permanent impact on public activities in this Playbook will help
sector work, careers and priorities. facilitate dedicated career conver-
sations, individual
and organizational
career planning
DID YOU KNOW? strategies and
Career management can be a strategic lever for greater awareness
stronger organizational performance and success. It is of the career-related
a foundational component of a range of workforce and resources available
workplace needs:
in the public sector
• Recruitment and retention of talented employees – and how to find
• Transition support (e.g., onboarding, automation, them. They will also
retirement planning, etc.)
• Development of new leadership candidates and
help foster resilience
skill sets and responsiveness
• Knowledge transfer to changing condi-
• Career agility, resilience and mobility tions, which will only
• Reskilling or upskilling that is increasingly needed continue to accel-
in the rapidly changing world of work
erate in the years to
• Safeguarding and improvement of mental health
and well-being come.
• Fostering diversity, equity and inclusion These types of
activities will have a
8
Retain and Gain
Section 1
FROM THE SECTOR:
In developing this • L eading career conversations with employees is
Playbook, we spoke difficult due to a lack of training, structure, time
with public sector and allocated funding.
leaders at various levels • Employees often lack diverse advancement
of government.4 From opportunities that fit their skill sets and meet their
coast to coast to coast, career needs and goals.
they showed us how • It can be a struggle to undertake career management
motivated they are activities in the face of formal rules, frameworks,
about addressing work- policies and processes within the public sector.
force and workplace • Leaders have to be creative in where they get career
challenges. They also management tools, including looking outside their
demonstrated certain own organization or the public sector as a whole.
consistencies in their • There is confusion about the difference between
own experiences. Do career management, performance management
these resonate with you? and talent management.
positive impact on employees’ engage-
ment and performance, as well as on CAREERS AND CANADIANS
their mental health and well-being. The world of work, Canadian society
As COVID-19 laid bare, the separation and the challenges facing both are
between work and life is artificial, changing. The public sector is adapting,
and trying to address them as such and its leaders need new tools to ensure
they are developing and implementing
will not succeed. As the authors of strong, effective programs, practices
Strengthening Mental Health Through and policies – both as an employer and
Effective Career Development summa- in service of all Canadians. The work
rize, “Mental health is now everyone’s done by public servants at all levels of
business.”3 government and across jurisdictions
impacts the lives, livelihoods and
Managers who help their employees
careers of every Canadian. As such,
find a sense of purpose, value and throughout this Playbook, you’ll see
direction for their work also help to “CAREERS AND CANADIANS”
mobilize those employees’ talent and headings that provide concrete
more fully capture their commitment examples of how career management
and discretionary efforts. By focusing activities, principles and concepts
can also be taken up as a powerful
on practical career management activ- lens and toolkit in the development,
ities, you will have a stronger platform delivery and measurement of public
on which to engage and support your goods and services.
employees through work and life
decisions, challenges and transitions.
In turn, this will lead to healthier, more valuable opportunities to the public
engaged and more productive teams. sector, and we are very excited to show
Career management offers many you what’s possible! P
9Section 1: Introduction How to Use the Playbook’s “Travel Guide” Format This Playbook is structured as a travel guide. We find this is a helpful framing device, even in times when actual travel is unlikely or impossible, and received great feedback about its use in the first two editions of this Playbook. First, travellers are limited by the amount of time they can spend in any one location or on any specific activity. They need to make the hours count and stretch their financial resources as far as possible. As a result, they tend to focus on what will deliver the best experience. Second, many of the public sector leaders who participated in our research used the following analogies to describe careers: a journey, trip, roadway or roadmap. A career can be a fun adventure sometimes, Third, time and money are critical and a stressful slog of planning and constraints for public sector leaders. roadblocks other times. Navigating a You know that recruitment, employee career can alternate between feeling engagement, employee retention like you’re on a fast-moving highway and productivity depend on positive and feeling like you’re stalled in traffic. employee experiences – including Anyone can get lost at different opportunities to learn, grow, feel points in their career without a clear appreciated, tackle challenges and roadmap, and asking for help with be rewarded. But how do you make directions or planning can mean the good on a great employee experience difference between a trip spent making while juggling tight budgets, limited unforgettable memories and one spent staff and not enough time to do all the resenting your travel companion as you things that “should” be done? How try to rejoin your tour group. can you customize and tailor a “Career 10
Retain and Gain
Section 1
Management Itinerary” to deliver
experiences that meet the needs of
both your staff and your organization? TAKE ACTION
The travel guide format also lends The templates, resources and tools
itself well thematically to the funda- provided throughout this Playbook
are designed to guide you to action.
mental diversity in the public sector If something doesn’t quite fit, feel
and Canada as a whole, and the need free to modify and adapt it. We
to intentionally and continuously hope the ideas are a starting point
integrate practices that recognize that inspire you to grow and build
diversity, equity and inclusion (DEI) as your people through great career
foundational to a strong organizational experiences. As a first step, consider
sharing this guide with your own
culture. DEI in the public sector serves leadership (or have them get their
multiple overlapping purposes: own copy) and work through key
topics together.
• It reflects the diversity of the
Canadian population and society,
one of its core characteristics and • It brings together worldviews
strengths. This is a unique element and experiences from a variety of
of the public sector’s responsibility backgrounds, leading to new ideas,
to its citizens. critical thinking and problem solving.
TRAVEL TIP: LEARNING THE LANGUAGE
Travel often involves “career development” It embraces various
learning new terms. will be used inter- concepts, including
During our research, changeably in this self-awareness,
we learned that Playbook, although career ownership,
sometimes terms some of the quoted career planning and
like “career develop- sources may use other exploration, lifelong/
ment,” “professional terms. continuous learning
development” and For those and networking.
“training” can be used interested in formal As such, career
interchangeably in the definitions, career management is
public sector, while the management is a 1) a set of principles
term “career manage- lifelong process of and practices that
ment” is generally investing in resources every individual should
understood to be to accomplish your be implementing
broader – encompass- future career goals, throughout their
ing many different and a continuing life, and 2) a field
activities throughout process that allows with professional
a person’s full working you to adapt to the practitioners and
life. For our purposes, changing demands decades of evidence-
the terms “career of our dynamic based research
management” and economy.6 behind it.
11Section 1: Introduction
This is a key driver of FROM THE SECTOR:
innovation. Multiple
studies show that diverse “When we talk about DEI, it’s not just
workforces, at all orga- about individuals who are members
nizational levels, have of protected groups like visible
positive financial and minorities. What we’re talking about
performance impacts.5 is everyone as an employee coming
with unique skills and personality
• It helps break down traits. Regardless of who you are, you
systemic barriers and will have very unique needs and it’s
discrimination. Recog- very important for managers to take
nizing that we are on those without any judgment, and really
a journey allows us to understand and support employees
reflect on our choices and with those needs…So if I’m a manager
consider the underlying and I need to have a conversation
structures and impact with an employee, what are some of
of our language, actions the questions I need to ask myself?
and opportunities. In What are some of the things I need
this way, non-discrimina- to keep in check to make sure I don’t
tion – including but not actually create a bias here and end up
limited to anti-racism, not being a support for this person’s
anti-LGBTQ2+, anti-age- career development, or end up
ism, gender equality and creating such a negative experience
equality for persons with for them that they end up leaving the
disabilities – is integrated organization. Which happens, right.”
into every career conver-
sation, activity and action – Leader in a provincial government
we take as an intrinsic,
non-negotiable value.
Career management is a powerful – and tolerance for both – that gives
tool in the public sector’s DEI tool- employees a sense of safety, connectiv-
kit. It has a positive impact on the ity and purpose.
career advancement of marginalized Diversity is often experienced in the
groups, as well as on the conditions workplace through differences in per-
that lower their work satisfaction on a sonalities, perspectives and even pol-
day-to-day basis and prevent fair and itics. Managers who foster conditions
inclusive policies and practices from in which employees feel safe bringing
being implemented. It also activates their whole selves to work also reduce
the diversity of experience and thought the pressure to “just go along to get
12Retain and Gain
Section 1
along” – to conform in order to
CAREERS AND CANADIANS
avoid further marginalization.
This pressure suppresses useful Career programs are typically considered
dissent, creative problem solving the remit of departments of education
and employment. But there is evidence
and sound risk management.
that career development principles are
Not only does it contribute to included and considered in many other
an insufficient understanding of public sector portfolios. For example,
issues and inability to address Health Canada’s social determinants of
complex challenges facing public health include a broad range of personal,
sector organizations, but it also social, economic and environmental
factors that determine individual and
erodes employees’ well-being population health.7 The main determi-
and trust in their employers. nants of health are:
Career management, then,
plays a critical role at the 1. Income and social status
intersection of DEI, employee
2. Employment and working conditions
engagement and performance,
and mental health and well- 3. Education and literacy
being. If employees can’t be who 4. Childhood experiences
they truly are at work, they will 5. Physical environments
not want to be there – and they
will leave for better working 6. Social supports and coping skills
conditions elsewhere. 7. Healthy behaviours
We want to show you that 8. Access to health services
career management is a high-
9. Biology and genetic endowment
value, high-return, low-risk
organizational lever that will 10. Gender
carry your organization across 11. Culture
long distances. And, really,
12. Race/Racism
who doesn’t love taking a “just
for you” custom-designed
If one of the greatest challenges facing
trip? The next section offers Canadians is their adaptation to an
an opportunity to learn more ever-changing Future of Work ecosys-
about the benefits, methods tem, is it time for the creation of a
and approaches of career “Ministry of Career Development?”
management. If you are eager to Alternatively, is there evidence of careers
thinking in the programs and policies
jump right into the Playbook’s emerging from departments such as
activities, skip to Section 3 on energy, economic development, environ-
page 24. P ment, Veterans affairs, Indigenous affairs,
immigration, housing, etc.?
13Section 2: Why Career Management Matters to Your Organization Preparing for Your Career 15 Management Journey What “Good” Career 19 Management Looks Like
Retain and Gain
Section 2
Why Career Management
Matters to Your Organization
This section provides background information to help you become
familiar with the language, opportunities and options that career
management can offer your organization and staff.
In a real travel guide, this section
would give you an overview of the
city, region or country that you were
planning to visit. It would be the pitch
for why you should spend your money
and time there. In this Playbook, you’ll
be learning more about why career
management should be a priority (i.e., a
great journey and destination) in your
organization and leadership plan. If you
prefer to jump straight into planning
your Career Management Itinerary, skip
ahead to page 24 to find activities, tips
and templates.
Preparing for Your Career
Management Journey
Before preparing for a trip, most
people have a few specific questions:
• What can we afford? Similarly, your current and future
employees go through the same type
• When is the best time to travel? of process when deciding to apply,
join or remain with your team or
• What type of experience do we want organization. They consider the value
to have? of the work and how it aligns with
their personal beliefs. They evaluate
To answer these questions, you plan, the salary and benefits offered, and
budget, scour online reviews and ask whether now is the right time in their
friends about cities, hotels and tours. career to take the role you offer or to
Then you make choices that best fit take a new role elsewhere. They also
your criteria. consider what it’s like to work with you:
15Section 2: Why Career Management Matters to Your Organization
• Does the daily and long-term workplace culture and establish
experience of being on your staff your organization's reputation as an
energize and build their career, or employer of choice.
does it drag them down? Anyone who’s been through
a recruitment cycle knows how
• Do you foster a productive, time-consuming it can be and how
enjoyable and inclusive workplace important it is to make good hiring
culture? choices. And hiring is only the
beginning. A complex challenge that
• Are other employees thriving under public sector organizations face is
your leadership? the combination of 1) poor retention
and loss of great talent, and 2) high
In this Playbook, we provide tips and retention despite under-engagement.
activities that enhance your employees’ There are many paths for people
career opportunities, build your to grow their careers in meaningful
ways in the public sector.
The interconnectedness at
different levels of govern-
FROM ment often means building
THE SECTOR:
a career can be facilitated
“A public service career [can be] by the networks, on-the-job
roughly 30 to 35 years. So, imagine training, job mobility and
if the skills you started with were the lifelong learning opportu-
same skills you had at retirement. You nities that are available to
would miss out on years of learning, employees – if they know
advancement, contribution and overall how to find and access
impact benefitting Canadians. those career development
You would be the one driving a horse tools.
and buggy when others around you Because advancement
are driving their electric cars. in the public sector is
Or maybe you would be driving often (though not always)
your car when other cars are driving possible only by moving
themselves. Learning is an important into people management
part of career development. It helps roles, the lack of diverse,
us adapt to continuous change in our progressive career paths
work realities. Investing in learning – can result in strong tech-
and especially in our people – is critical nical employees or subject
for a competitive and relevant matter experts being
public sector.” promoted into general
– Taki Sarantakis, President,
managerial roles that are
Canada School of Public Service 8 not a good fit or misaligned
with their interests, skill
16Retain and Gain
Section 2
sets and expertise. When
employees come to this
type of crossroads in their
careers, some choose to
leave for other sectors that DID YOU KNOW?
may be more fulfilling from In the federal government’s 2016 Indigenous
a technical or knowledge workforce retention survey, 40% of
expertise perspective, while employee respondents indicated they were
others may choose to stay for planning to leave their current position.9 A
significant reason for this was a lack of career
the job and financial security,
progression opportunities and the view that
good benefits and pension. some recruitment and promotion processes
This latter decision can result in their organizations subjected them to bias
in decreased engagement and and discrimination. It was also found that
productivity while they “wait Indigenous employees were promoted at a
out their service for retire- lower rate (19.9%) than employees who did
not self-identify as Indigenous (25.4%), and
ment day.” Indigenous employees who have worked
Engaged employees align for the federal government for 5-10 years
their own career success with have critical workplace needs (for example,
the success of the organiza- regarding their professional development,
tions for which they work. advancement and mobility beyond initial
recruitment).
How employees perceive
internal career opportunities For more information on the hiring,
is linked to key organizational retention and promotion of Indigenous
employees in the federal government,
results and overall workplace
see Many Voices One Mind: A Pathway to
culture. Turnover is expensive Reconciliation:
and members of a disengaged https://www.canada.ca/en/
workforce will struggle to be government/publicservice/wellness-
the mission advocates that inclusion-diversity-public-service/
leaders need. diversity-inclusion-public-service/
knowledge-circle/many-voices
This discussion of reten-
tion and engagement, as And for over 50 published sources related
well as the evaluation and to Indigenous recruitment and retention:
http://caid.ca/IndRecRet2017.pdf
decision-making process that
employees go through when
considering career moves,
is an important facet of our
understanding of careers as a journey ensuring strong productivity and
or trip in need of a travel guide. Effec- operational success.
tive career management is a key secret Another important dimension of
weapon for organizations looking to workforce retention and engagement
retain talented employees and leaders is longevity. The average age of
looking to help their employees while Canada’s workforce and the number
17Section 2: Why Career Management Matters to Your Organization
of people working past the his-
torical age of retirement are both DID YOU KNOW?
increasing.11 As a result, the nature of The financial ramifications
career journeys is changing, as well of employee turnover are
as the career supports needed by enormous. According to
employees at different stages in their Employee Benefit News
work life. (EBN) and the Work Insti-
tute, replacing an employee
Importantly, as employees get
can cost 33% of their annual
older or their careers in the public salary in turnover-related
sector lengthen, the amount of costs and 74% of the causes
career support they need does not of employee turnover are
decrease – it instead changes. Many preventable.10
of the public sector leaders whom
we spoke to, however, identified
employees in their early careers
and those stepping into a new TRAVEL TIP:
leadership role as requiring more As you explore this
career management support. This Playbook, consider the
employment path your
misperception is also reflected in the organization is on. You
amount of career support (guidance, likely know what your
opportunities, challenges, etc.) they public service or mandate
indicated is provided to employees delivery goals are, but
by their organizations, with pro- what are your employee-
gressively less support available to related goals and invest-
ment plans? If you think
employees as they get older. about careers as a journey,
If employees are remaining with what stage is each of your
the public sector for lengthy terms employees at and what
of service yet aren’t receiving the type of “trip planning”
career support they need, what type support do they need
from you?
of workforce and workplace culture
is being cultivated over the long
term? For more on this topic, see
“Career Considerations for the 50+ over the entirety of their lives, while
Workforce” in Section 4 – including leaders will benefit from a fulsome
advice for leaders who find it uncom- understanding of how to motivate,
fortable offering career support to challenge and support their employees
employees who are older than them. as they move through different stages
Career development is a lifelong of their work life. Leaders can’t do this
pursuit for everyone, regardless of without having proper support of their
age, salary or seniority. Employees own, and taking up practical career
will benefit from a broader under- management activities is a great way
standing of their own career path to start. P
18Retain and Gain
Section 2
What “Good” Career
Management Looks Like
Leaders in the public sector shared with us their concerns
about setting career management goals and having career
conversations with employees.
Of those leaders we spoke to, 51% think
managers find career conversations
difficult to initiate or lead with employ-
ees, while another 27% think managers
find them difficult “sometimes.” This
mirrors findings in other sectors and can
be traced to an absence in Canada of a
culture that prioritizes career literacy,
competence and lifelong learning.
Leaders described several causes for
their reluctance to have career conver-
sations with employees, including their
worries that:
• They don’t have the skills or training
to offer good suggestions to the
challenges their employees face,
often due to a lack of management
resources that would prepare them
to provide career support. either 1) decide to leave to pursue
other opportunities, or 2) realize
• Having this type of conversation their expected career progress
may lead employees to request addi- isn’t aligning with their current
tional development opportunities, opportunities.
for which there is no funding.
• Asking employees about their career
• Their employees may think a goals may be viewed as too personal
punitive measure was being taken or intrusive.
against them, or be unable to accept
constructive criticism or feedback. Sometimes, leaders can resist having
career conversations because they
• Encouraging broader career discus- misinterpret them as performance
sions may accelerate employees to evaluations, which can entail difficult
19Section 2: Why Career Management Matters to Your Organization
discussions about shortcomings
and consequences. Check out the
FROM
THE SECTOR: Travel Tip at the end of this section
for the difference between career
“Career development is one management and performance
of the human resources management.
practices that has changed the It is good to be aware that
most over the past 20 years. personal and cultural differences
Paternalistic organizations of can inform contrasting understand-
the past rewarded good work ings of what topics are considered
with lifetime employment, intrusive. However, not having
planned development and career conversations at all will
steady advancement. In today’s be less helpful in the long run to
rapidly changing organizations, both employees and managers.
employees recognize that To navigate these differences,
their jobs will continue only as one tip is to focus on the tone
long as their skills are relevant you want to set for conversations
to an evolving organizational with your employees and for your
mission. They know they are organizational culture as a whole,
responsible for their own career emphasizing openness, empathy and
development. Nevertheless, support. Career conversations may
the stresses and frustrations be difficult to start or uncomfort-
experienced by employees as a able at times, but they will benefit
result of changing career patterns you, your employees and your
can contribute to reduced organization. Proceed with courage!
productivity, poorer quality of Explicit career management prin-
decisions, increased absenteeism ciples, theories and tools are often
and turnover, and increased not included in the learning and
incidence of disability claims training opportunities offered by
related to stress. For employers, organizations. Common examples
understanding and addressing of these are mandatory training
employee career issues helps courses for new managers or
redress the above problems leadership development courses
and significantly enhances for future leaders. These tend to
organizational vitality.” provide training and development
for people management more
– Lorraine Dyke, Linda Duxbury
and Natalie Lam, “Career Development: broadly but not for career manage-
Taking the Pulse of the Public Service,” ment specifically. With respect to
The Journal of Public Sector career management resources that
Management12 do exist, the DEI lens is frequently
absent, which only makes it more
20Retain and Gain
Section 2
DID YOU KNOW?
During our interviews, we heard a variety of misconceptions about career
management. These prevent organizations from establishing good career
support and practices. To counter them, we’ve put together a list of key
facts about career management that you should remember:
1. Career 6. Older employees leaders with tough
management and often need to worry career-related
training are not the about their career situations.
same thing, nor are just as much as
10. Career
career development younger employees,
management is
and advancement. and many people
a useful tool for
do make significant
2. Employers are not addressing systemic
career changes
in control of the barriers and
after the age of 50.
career paths of discrimination.
their employees. 7. Career
11. Managers struggle
management
3. Employees often to provide
is not costly
don’t know how to career support
and delivers an
manage their own to employees
immediate return
careers. from different
on investment to
ethnic or cultural
4. Managers often the organization.
backgrounds.
don’t know how
8. Career
to help employees 12. T
here is clear
management is for
with their careers. evidence that
everyone, not only
shows career
5. Generational professionals or
management
cohorts do not knowledge workers.
improves diversity,
have homogeneous
9. T
here are proven equity and inclusion
career aspirations,
practices, hard data (DEI) in the
qualities or
and solid research workplace.
interests.
available to help
You will find supporting evidence for these key facts throughout the
Playbook. For a deeper dive, consider using the resources in Section 6
as a starting point.
difficult for leaders to develop cultural eight Guiding Principles of Career
competence for career conversations Development to help clarify and define
with all employees. the scope of career-related work.14
When good career management (Remember that we’re using the terms
takes place, managers and employees “career management” and “career
work together to explore careers and development” synonymously in this
career growth. CERIC has developed Playbook). These principles can help
21Section 2: Why Career Management Matters to Your Organization
ensure you have good career conversa- 2. Entails determining interests, beliefs,
tions, resources (like those listed at the values, skills and competencies – and
end of this Playbook) and programs in connecting those with market needs.
place with your staff.
3. Involves understanding options,
Career Development: navigating with purpose and making
1. Is a lifelong process of blending and informed choices.
managing paid and unpaid activities:
learning (education), work (employ- 4. Should be self-directed; an indi-
ment, entrepreneurship), volunteer- vidual is responsible for their own
ism and leisure time. career, but is not alone – we all
FROM THE SECTOR:
“Up until my 40s, my career was on the rise. Then, different
circumstances led to me being placed in positions where – long
story short – I didn’t feel that I fit. Little by little, my self-confidence
waned, and lassitude kicked in. I saw myself being under-exploited
and my skills misaligned with my duties. But with 360,000 positions
spread throughout tens of ministries and departments, I bet that
there would be one in which I would be more effective and useful,
and therefore happier. I began using my network and…[tried to]
find a new job, better aligned with my profile, but without success.
I was going in circles. […]
“When you wake up in the morning dragging your feet and you live
for weekends and vacation, something is wrong. The worst was that
the situation didn’t improve, despite my efforts. I realized how many
of my colleagues were in similar situations. I really wished I had been
supported by some kind of internal placement service. A flexible and
dynamic (and why not profitable) organization with the mandate
to put challenge-seekers in contact with talent-seekers. […]
“Alas, no such “talent optimizer” exists within the federal govern-
ment. What’s more, as I write, managers are not incentivized to
support an employee who, in a genuine optimization effort, would
like to change teams. In general, that’s left to their discretion and
they do as they see fit for themselves or their team. Serving the best
interests of the federal government is not systematically taken into
account [and nor is the well-being of the individual in question].”
– Martin Houle, former federal public servant,
Le Devoir (January 9, 2020)15
22Retain and Gain
Section 2
influence and are influenced by our 7. Can be complex and complicated,
environment. so context is key – there may be
both internal constraints (finan-
5. Is often supported and shaped by cial, cultural, health) or exter-
educators, family, peers, managers nal constraints (labour market,
and the greater community. technology).
6. Means making the most of talent 8. Is dynamic, evolving and requires
and potential, however you define continuous adaptation and resilience
growth and success – not necessarily through multiple transitions. P
linear advancement.
TRAVEL TIP: LEARNING THE LANGUAGE
Career management is distinct interventions and follow-on
from but intersects with other actions. Career management
people management activities – is a partnership: “Managers, by
including talent management, providing learning opportunities
performance management, and supporting career goals, help
training and coaching. Talent to empower their employees
management is a formal disci- and further their career
pline for workforce planning that development. The organization,
is directed by the organization. for its part, has a duty to help
Performance management is a develop employees’ career
part of talent management activ- management skills through
ities and focuses on optimizing human resources programs,
employee performance based on mentoring and networking.
metrics and feedback. It focuses Lastly, the employees themselves
on how well employees have must be accountable for their
accomplished specific job-related own development through self-
activities in support of stated assessment, skills updating and
strategic objectives and organi- setting career goals. When these
zational goals. (For example, is three work together, employees
your service delivery program become more engaged and
meeting its targets? Is your proj- retention improves.”13 Think of
ect manager staying on time and this partnership as a triangle,
on budget?) with employees as the career
This Playbook addresses topics owner, managers as the career
and actions that go beyond enabler and organizations as the
performance-related discussions, career supporter.
23Section 3: Building Your Career Management Itinerary Tips to Get You Started 25 Itinerary A: 10 minutes to spare 27 Itinerary B: One hour a week 32 Itinerary C: Half-day every 38 few months Template to Build a Career 46 Management Itinerary – Your Action Plan Sample Career Management 47 Itinerary
Retain and Gain
Section 3
Building Your Career
Management
Itinerary
This far into the travel guide, you should
have a better understanding of what career
management is, its importance in the public
sector and how it can help leaders and
employees navigate their work, professional
growth and interpersonal relationships.
We’ve provided background about should intrigue and encourage deeper
why career management is directly learning while providing concrete,
connected to individual, workforce and practical starting points.
organizational success (i.e., the “desti-
nation” of your journey). We’ve also TIPS TO GET YOU STARTED
outlined the complex challenges facing
managers as they try to support their 1. Just as a travel guide about a place
employees, ensure strong engagement or tourist attraction has different
and retention, and balance operational categories of activities for visitors
requirements against their manage- (e.g., what tours to take, where to
ment responsibilities. dine, which hotels to stay at, etc.),
But we all know the most rewarding we’ve also designed our recommen-
part of preparing for a trip takes place dations around different categories
once the itinerary is set and the of activities that may interest you.
planning is done, when you know what Consider the following:
to expect and can focus on how to
turn an already great schedule into a • “ The Specialty Tour”: Some
terrific experience. As you explore the managers may prefer to structure
activities in this section and choose their activities around a single
those most useful to you, remember goal, like a foodie charting their
that this Playbook is not a comprehen- movements through a city to dine
sive manual to career management. It at all the best restaurants.
TRAVEL TIP:
Check out the template on page 46. You can use it to build your own
“itinerary,” putting into action the career management activities that are
recommended in this Playbook and modifying them as you see fit.
25Section 3: Building Your Career Management Itinerary
• “The Highlights Tour”: Some 3. This section starts by challenging
managers may want to get you to think differently, then
exposure to a variety of ways drills down into specifics. Each
that career management can be subsequent activity becomes
usefully implemented across work progressively more action-oriented
activities, like a traveller immersing and tied to organizational goals.
themselves in an array of unfamiliar We recommend starting by reading
cultural beliefs, practices, events all the activities and putting a star
and histories. beside those you want to begin
with. Next, review your “shortlisted”
• “The Featured Tour”: Some activities and consider which are
managers may skim a list of most important and in what order
activities and only select those that you want to tackle them. Then, fill in
can help them navigate a current the itinerary template provided.
issue on their plate,
such as a “featured
DID YOU KNOW?
trend” that’s popular in
a given travel season. Diversity is a fact. Inclusion is a choice.
Applying a diversity, equity and inclusion
(DEI) lens in the workplace is not optional.
2. As with the research you Public sector leaders across Canada share
do when planning a trip, this view, but may not know how to put
we’ve listed far more it into practice. A DEI lens is essential to
activities in this Playbook creating equity and inclusion, upholding the
than can reasonably be fundamental human rights of employees
(and Canadians more broadly) and creating
accomplished within an organizational culture in which a sense
a short timeframe. of belonging extends to everyone.
Don’t feel pressure to The first and best resource for leaders
choose more than the is their employees. Leaders should ask
number of activities employees who are directly impacted by
DEI what they can do to help them, without
you feel is realistic. creating an environment in which they are
Just as you can’t see made to feel tokenized. The responsibility
all the attractions in a for driving equity and inclusion, demysti-
city or country in one fying inaccuracies and countering stereo-
trip, prioritize those types about marginalized groups rests with
activities you want to those who are not subjected to systemic
barriers and discrimination.
do first. Then plan to It’s important to be proactive and inten-
come back and build tional about integrating career manage-
new itineraries each trip ment and a DEI lens – rather than treating
to broaden your career either as separate from each other or from
management experience “regular work.” The activities in the itinerar-
ies that follow aim to make this possible for
and exposure. busy leaders.
26Retain and Gain
Section 3
40+ Career Management Activities
Itinerary A: 10 minutes to spare
If you can carve out 10 minutes daily, consider choosing
one activity to do each day. You can do the same activity
each day, or alternate between activities.
showed career creativity when they
Brainstorm helped [client/peer/me] solve a prob-
lem. [Outline the problem and what it
Goal: Identify new, positive actions meant to the person being helped and
to take to your organization]. I look forward
to [employee name] sharing what they
Think about yourself. Identify one learned from the experience. Well done.
career-defining moment from your past. Some organizations will send these
Write it down and consider sharing it as types of messages out whenever there’s
part of an upcoming team event, call or a success to celebrate. Others will set
communication. Why was it meaningful? a more predictable schedule, perhaps
What did you learn? Does your story including these messages as part of a
provide context to any career situations broader monthly or quarterly commu-
that others may be experiencing? How nication. In some organizations, sending
might your background, prior experi- “yet another email” may be received
ences and different identities play a role? poorly because of the high volume of
Consider sharing your story as part of a emails already experienced. If this is the
broader employee communication. case, consider including this type of
one-line success message in an already
existing email that is sent out regularly.
Share Alternatively, consider sharing these
success messages during a regular lunch-
Goal: Develop a culture of learning and-learn session or team meeting.
and exploration that encourages Whatever frequency and medium of
employee development communication you decide to use, let
your staff know what they can expect
Begin to regularly share one-line success and ensure you spend 10 minutes
messages with your staff that highlight every few weeks soliciting stories from
how an employee has grown or devel- employees. On an ongoing basis, review
oped new skills. Consider using this which employees are the subject of
format: these messages. Are diverse voices being
Subject: Career Creativity recognized for their achievements and
Body: Last week, [employee name] performance? If not, why might that be?
27Section 3: Building Your Career Management Itinerary
see what’s new with them and see
Discuss how their day is going. Be clear that
you have about 10 minutes and, if a
Goal: Connect the dots to align longer conversation is needed, you will
organizational goals with your team’s schedule a follow-up time to address
day-to-day experiences items in more detail. Let your staff
member spend a few minutes sharing
Call an employee and have a “check-in.” whatever information is top of mind.
Let them know you are calling to What you discuss doesn’t have to be
CAREERS AND CANADIANS
In addition to the “career nature of today’s careers. serve a specific purpose at
journey” as a common As a federal government a particular time. But the
metaphor or form of report on the Future of broader focus should be
imagery, some of the Work notes: on the dynamic relation-
public sector leaders we “Career ladders are ship between Canadians
interviewed also pointed to becoming career lattices: and labour markets, not
the “career ladder.” Those According to Barclays, 24% on the imagery itself.
who did described it as the of workers under 34 have A similar over-emphasis
traditional analogy or the already worked in four on one magic bullet to
analogy that best fits the industries, while 59% over address current chall-
hierarchical structure of 65 retired with three or enges may suppress the
their organization. Analo- less. The career lattice is role each individual has in
gies are helpful in describ- characterized by constant forging their own career
ing employment structures skills learning and updating, in favour of a standard
and relationships. They also steeper learning set of courses and
ensure there is common curves, and change tasks that, if completed,
language to describe core management. Labour will lead to success in
elements of organizational could become more tran- emerging employment
culture. As leaders, the way sient, potentially impacting structures. For example,
you talk about careers is community cohesion but reskilling or upskilling are
powerful in orienting your perhaps raising under- important methods of
employees to expectations standing between diverse adapting to the changing
and possibilities. groups. The future of world of work. However,
Fixed analogies for vulnerable groups may too narrow a focus on
careers are less useful in worsen if governments skills ignores the equally
the development, deliv- don’t adapt skills training, important role that indi-
ery and measurement of redefine skilled immigra- vidual interests, beliefs,
public goods and services. tion, and shift curricula to values and other systemic
An over-reliance on prepare Canadians for the elements play in ensuring
describing employment, career lattice and lifelong career ownership, growth
the workforce or labour learning.” 16 and readiness. How can
markets with simple A career ladder, lattice, skills training and initia-
imagery overlooks the journey, spider web or tives also include these
dynamic and complex other fixed image may other elements?
28Retain and Gain
Section 3
career-related – but know that there Other organizations have few
are career implications for building this resources, especially for managers,
type of casual rapport and relationship leaving you to feel like you’re alone.
with your employees. After the discus- Whether you are overwhelmed
sion, note priorities, topics or ques- or underwhelmed, compile a list
tions that come up. Select a different of the resources available to you
employee next time. (such as training opportunities) and
collect those materials that can be
gathered (in print or digital format).
Do Remember that your focus is on career
management resources. Not all of the
Goal: Take action that fosters career professional development resources
opportunities for your team available to you will have an explicit
career management focus.
Are you committed to providing career Any resource focused on employee
support to your employees, but are management can become a career
having trouble getting started? Some- management resource. Some are
times the best way to overcome that already explicitly focused on careers
initial hump is to get organized. (such as this Playbook). For others,
Some organizations have an abun- you may need to use the Guiding
dance of resources for employee, pro- Principles on page 22 as part of your
fessional or workforce development, consideration of the topic at hand.
which can make navigating or taking Gaining exposure to stories of diverse
advantage of them feel overwhelming. experiences, operational successes and
innovative practices
can be good “door-
DID YOU KNOW? openers” to discuss
In our research with public sector leaders, we career interests, learn-
delved into what they think makes for good ings and opportunities.
career conversations, coaching and support. Once you have an
These are the qualities they identified: organized list, identify
• Open, approachable the gaps in your career
• Non-threatening, non-judgmental management resources.
• Empathy, patience, compassion If you aren’t sure where
• Listening skills, observational skills those gaps are, ask
• The ability to ask questions yourself what you find
• Being interested, involved, encouraging especially interesting
• Recognition of cultural differences and impacts or challenging about
• Self-awareness providing career support
• The willingness to make time available to your employees.
• Experience and practice Do you want to improve
your coaching skills? Do
29You can also read
