City Clerk's Office 2017 Annual Report

Staff development & engagement as drivers of change

Over the past decade we have successfully used short-term assignments, mentoring, division-wide team membership and other engagement activities to develop staff skills and knowledge. Together these initiatives make up our approach to succession planning. In 2017 this investment in our staff came to fruition. More City Clerk's Office staff than ever participated in these initiatives, and some took on new leadership roles when selected for management positions or by heading up projects or work groups.

Vacancies as development opportunities

Staff are always welcome to apply for any posted position in the City Clerk's Office, but in 2017 we decided whenever possible to look at vacancies as opportunities. Instead of a formal job call across the City or externally through Human Resources, we posted 18 internal requests for expressions of interest. Our own staff were invited to apply for these temporary front-line and management positions.

For some applicants, the roles were a stretch and they were given additional support to grow into them. In many cases those selected went on to fill the roles permanently.

Engaging staff for individual growth and teamwork

We continue to use staff teams that bring together people at all levels from across the division, to help us deliver on divisional goals and objectives. The use of teams promotes a division-wide perspective in the delivery of these goals. They also support staff development and help build knowledge on subjects outside their core business areas.

Our newest staff team is the Wellness Team, which developed a charter for the division that communicates our belief that everyone has responsibilities in creating a healthy workplace and encourages behaviours that promote wellness. The team also launched a communication program and assists in policy development.

We continually look for new opportunities to engage staff, and in 2017 we took advantage of a new corporate tool for talent assessment. Through the process, all staff had the opportunity to do a self-assessment and meet with their immediate managers to discuss their interests.

While our investment in staff development is important on its own, these initiatives also make us more flexible and build our capacity, as staff achieve a better understanding of our various services, often enabling them to take a more strategic view of the division.

One-on-one and group sessions define our Mentoring Program

By spring of 2017, 69 individuals had completed the Mentoring Program and another 23 began the 2017/2018 program. Each mentee meets regularly with a more senior staff person and, in addition, attends group sessions to learn about the division beyond their daily work. They are also encouraged to get involved in City Clerk's Office events that require extra resources, such as Remembrance Day commemorations and by-elections.

The program is a growth opportunity for both mentees and mentors. Early in the program senior managers made up the mentor cohort. Over time, many mentees have strengthened their own leadership and coaching skills by becoming mentors for other, newer staff.