Justice Leaders of Tomorrow Program
Formative Evaluation of the Pilot

5. CONCLUSIONS, LESSONS LEARNED AND RECOMMENDATIONS


5. CONCLUSIONS, LESSONS LEARNED AND RECOMMENDATIONS

This final section of the report presents conclusions, lessons learned and recommendations based on the findings presented in Section 4.0 as well as the Management Response.

5.1. Program relevance

Overall conclusion:

There is a strong rationale for helping designated group members move into management positions. The JLTP supports this objective.

Lesson learned:

The JLTP should be situated within the broader HR strategy of the Department. Indeed, the Program should be planned, designed and communicated in that context.

Recommendation 1:

We recommend that the JLTP further clarify its role in light of the identified need to increase the representation of EE designated groups in the Department of Justice’s management and in the broader context of the Department’s HR strategy.

Management Response

The Human Resources and Professional Development Directorate (HRPDD) concurs with the conclusion and recommendation.

We will increase communication as to the overall objective of the Program, i.e., maintain an emphasis on helping designated group members gain leadership skills and competencies.  We will work with the principal stakeholders to establish an appropriate ratio of members of designated groups for the next recruitment cycle.

The JLTP Action Plan will be in line with the Department’s plans, i.e. Employment Equity Plan, Human Resource Management Plan, etc.

Specific conclusions:

At this point, there is no strategy to systematically deal with the language training requirements of program participants. The rationale of the JLTP would be stronger if such a strategy were in place to help participants meet official language requirements for entering management positions.

Recommendation 2:

We recommend that the JLTP be given the mandate and the financial means to ensure that its participants’ needs for language training are properly met.

Management Response

The HRPDD concurs with the conclusion and recommendation.

All options will be explored to determine best fit, i.e. part-time and full-time language training, etc. The resources will be negotiated between all stakeholders.

The Program team will ensure that the process selected for the JLTP participants is compatible with the Department’s second-language training strategy.

5.2. Program implementation

Overall conclusion:

The design and the delivery of the Program appear to be effective in meeting the Program’s objectives.

Specific conclusions:

The JLTP team was highly appreciated by all for their dedication to and excellence in program planning and coordination. The work of the JLTP in supporting participants and requesting their ongoing feedback is seen as being very effective.

Candidates selected appear to be well suited for the Program. The diversity of the group appears to be an important strength of the Program.

The Program as currently designed is more time consuming for participants than initially anticipated. Better communication from the outset is needed to prepare participants and obtain commitment from their managers.

Managers need to be more directly engaged in the delivery of the Program; people skills training needs to be further emphasized; and the Program should be delivered in both official languages in the future.

The selection criteria were appropriate and the process was fair but onerous. Improvements in communications are needed to increase transparency.

Lesson learned:

Effective communication is critical to the success of the Program, as it helps avoid misunderstandings and gets buy-in.

Recommendation 3:

We recommend that the JLTP re-examine its curriculum and work with managers to find ways to alleviate excessive workload pressures for participants.

Management Response

The HRPDD concurs with the conclusion and recommendation.

Through continued feedback from the participants, informal observers and JLTP team members, the curriculum has been revisited and adjustments were made to the mentoring and shadow-a-leader learning components of the program.

Recommendation 4:

We recommend that the JLTP explore means to provide participants with more opportunity for management skills training.

Management Response

The HRPDD concurs with the conclusion and recommendation.

The JLTP Team is reviewing the curriculum for the last two learning weeks with the focus on providing an opportunity for people management skills training. In addition, the JLTP Team is working on ways to ensure that the transfer of knowledge from classroom to workplace occurs.

The focus for learning week 4 will be around issues of Labour Relations, Performance Management and Communications, i.e. dealing with sensitive situations, such as having difficult conversations with team members.

Recommendation 5:

We recommend that the application process be modified so that it is less onerous and more transparent.

Management Response

The HRPDD concurs with the conclusion and recommendation.

As we move forward in planning the selection of participants for a second cohort, we are reviewing the selection process to ensure it is less onerous and more transparent.

Recommendation 6:

We recommend that the JLTP adopt the appropriate measures to ensure that the Program is delivered in both official languages.

Management Response

The HRPDD concurs with the conclusion and recommendation.

For the remaining two learning weeks, the JLTP Team will continue to strive towards having all learning activities delivered in both languages of equitable proportion.

For future cohorts, the JLTP team in looking at placing a language requirement as part of the selection process.  The participants will be equipped with second language skills before entering the Program.  This will help support the Program in its application of being delivered in both official languages.

5.3. Program results

Overall conclusion:

Although it is too early to draw any conclusion on the effectiveness of the Program, the preliminary results appear to be encouraging. The Program is visible among senior management at headquarters but less visible in the regions.

Specific conclusions:

The program offers valuable learning opportunities and covers a wide range of management and leadership themes. More attention, however, should be given to the “people management” aspect of management.

The absence of an equivalent program for recently appointed managers may have a negative effect on them and create a sense of imbalance. To avoid future unintended negative effects, the Department should develop an “exit strategy” for participants to manage their expectations, as well as provide training and support for the Department’s recently appointed managers and other employees who have managerial goals.

The workload has proven to be more significant than initially anticipated for the participants, their managers and the JLTP team. This has had a negative impact on some participants, some managers and on the ability of the JLTP team to deliver certain planned activities on schedule.

Lesson learned:

There is a need to anticipate and manage potential unintended effects of the Program.

Recommendation 7:

We recommend that communications be strengthened to keep stakeholders informed and engaged in all key program activities, especially the immediate supervisors of the participants and stakeholders in the regions.

Management Response

The HRPDD concurs with the conclusion and recommendation.

As this is a pilot program, some of the learning activities were planned as we went along. We now have a timeline that has been given to all immediate supervisors and stakeholders outlining the key program activities.

Recommendation 8:

We recommend that the JLTP explore the possibility of offering help to recently appointed managers.

Management Response

The HRPDD concurs with the conclusion and recommendation.

The Professional Development Division is in the process of designing and delivering leadership/management learning activities for recently appointed managers.

Recommendation 9:

We recommend that an “exit strategy” for participants be planned to help manage their expectations.

Management Response

The HRPDD concurs with the conclusion and recommendation.

The JLTP team will help participants position themselves for future LA-2B/EX-1 Team Leader or Manager positions in the Department and help them establish realistic expectations.

Recommendation 10:

We recommend that JLTP management re-assess its resource base, both human and financial, and seek an appropriate level of resources for its mandate.

Management Response

The HRPDD concurs with the conclusion and recommendation.

The JLTP team will need further financial and staffing resources if we are to proceed with the implementation of a second cohort.

A permanent funding base will facilitate future program planning.