Recruitment of Policy Leaders (RPL)You are placed in a partially- assessed pool. After successfully completing the recruitment process, qualified candidates are placed in a partially- assessed pool, indicating they can now be hired directly into a permanent position in any public service organization, subject to their meeting the educational requirements, required qualifications, and conditions of employment for the job. At the same time, successful candidates are assigned a mentor who joined government through the RPL initiative and who will guide them through the hiring process. Pools expire on December 3. This means pools will be active for just under three years. Evaluation of the Advanced Policy Analyst Program. Final Report. Approved by the Program Steering Committee. March 3, 2. 01. 5 Prepared by the Internal Audit and Evaluation Division Department of Finance. Core Policy Objectives & Human Resources. The Pacific Leaders Scholarships for. Peoplebank are Australia's leading IT Recruitment Company. Peoplebank have a focus on Temporary IT. View our Salary & Employment. Economists in these departments are concerned with general IMF policy issues. Make your next career move with Ladders. Find the recruiters, opportunities and insights that will speed your job search and improve your career. Evaluation of the Recruitment of Policy Leaders Program. The Recruitment of Policy Leaders (RPL) program was. Home > For Program Leaders. In preparation for the recruitment season, Program Directors must. With very few exceptions, any program that. Learning & Development. Recruitment professional certification. Future Leaders Program – 2014 graduation. Home; About; Clients; Candidates.Table of Content. Executive Summary 1. Background 1. 1 Introduction 1. Profile of the Advanced Policy Analyst Program 2. Evaluation Objectives and Scope 3. Methodology 3. 1 Data Collection Methods 3. Limitations 4. Evaluation Findings 4. Relevance 4. 2 Performance Annex A: Logic Model for the Advanced Policy Analyst Program Annex B: Comparative Study Annex C: Management Response & Action Plan. Executive Summary. This report presents the results of the evaluation of the Advanced Policy Analyst Program (APAP or the Program). The APAP, previously known as the Accelerated Economist Training Program, is a recruitment and development program that prepares high potential recruits to excel in policy and leadership roles in the Government of Canada. It covered the APAP’s activities and performance since its official launch in 1. March 3. 1, 2. 01. The evaluation was carried out by the Internal Audit and Evaluation division of the Department of Finance Canada between February and October 2. Relevance The evaluation concluded that the APAP addresses a continued need for knowledgeable policy analysts, and its mandate, objectives and activities are consistent with government priorities, roles and responsibilities. The Program enables the government to recruit individuals with high- potential and to prepare them with the experience and skills to excel in policy and leadership roles across the federal government. The Program was found to be in line with the Public Service Renewal Action Plan, and current federal directives on human resources. Performance The APAP has been successful in achieving its immediate (short- term) and intermediate (long- term) outcomes. The Program was found to be successful in recruiting high potential individuals and preparing them for policy roles in the federal government. A high proportion of Program participants have advanced to management and leadership roles in the government; and participants are more satisfied with their careers, relative to public servants who did not go through the program. A significant number of participants indicated that they chose to pursue a career in the federal government because of the APAP. The current APAP structure and internal processes were found to be appropriate and to contribute to the achievement of the Program objectives. The deputy- head level oversight committee, alumni community and participating departments’ involvement in the administration of the Program were identified as having strengthened the Program structure. The participant recruitment process was found to be rigorous and efficient; the six- month assignment duration and the assignment composition were found to be appropriate; and, participants’ performance evaluations and subsequent promotions were found to be carried out rigorously and consistently. Over the past four years the average cost per participant has been stable over time, while total program costs have trended downwards. Although most of the internal processes were found to be generally appropriate, the evaluation identified the following challenges: (1) The funding structure was found to be complex; (2) The quality of the 6- month assignments were found to be inconsistent; (3) the requirement for participants to return to their sponsoring organization after graduation was found to be a contentious issue for some; and, (4) the Program’s strong reliance on specific individuals, rather than institutions, was found to create risks to the smooth functioning of the Program’s administration in the future. Establishing a method of tracking assignment quality, such as brief post- assignment surveys to be completed by the participant, in order to identify lessons- learned and opportunities for improvement. Recommendation 3 To help promote a positive transition back to the sponsoring organization, Program administrators should consider the following. Some of these steps have been outlined in the latest MOU (2. However, the implementation of these should be monitored annually. Clearly communicating to the participants, at the outset, the requirement to return to their sponsoring organization (department/agency). Encouraging the sponsoring organizations to foster a closer and more proactive relationship with the sponsored participants as outlined in section 3, Schedule B of the 2. MOU. Encouraging sponsoring organizations to take participants’ interests into consideration to a greater extent when preparing the three post- graduation job offers, as outlined in section 6 and 7, Schedule B of the 2. MOU. Recommendation 4. To promote seamless functioning of the Program in the future, Program administrators should consider putting in place a succession plan for key positions such as the Executive Advisor and the Organizational Coordinators. Background. 1. 1 Introduction. This report presents the results of the evaluation of the Advanced Policy Analyst Program (APAP). The Internal Audit and Evaluation (IAE) division of the Department of Finance Canada conducted the evaluation, at the request of the APAP Steering Committee, on behalf of the APAP participating departments and agencies. In December 2. 01. Deputy Minister of Finance authorized Finance IAE to conduct the evaluation. The evaluation was carried out between February and October 2. The objective of the Program is to prepare recruits with a high potential to excel in policy and leadership roles in the Government of Canada by offering them the opportunity to get exposure and to gain experience in policy making and policy development processes on a number of social, economic and international policy files. Under the current design, a home organization sponsors a candidate who is typically hired into the Program at the EC- 0. Based on performance, participants can then advance to the EC- 0. EC- 0. 5 level after 2. To advance, a program participant is required to obtain a fully satisfactory rating after each assignment and be successful at the promotion board interview, which is held after the first 1. Upon graduation, participants are appointed into their sponsoring organization at the EC- 0. Under this model, participants are required to return to their sponsoring organization after graduation and stay there for at least one year. The Steering Committee has various responsibilities, including a) providing the overall direction for the Program, b) approving recommended candidates for admission into and graduation from the Program, as well as c) appointing the Executive Advisor. The Executive Advisor is supported by a Program Coordinator who acts as the Program Secretariat and administrative hub. The governance structure also includes the Alumni Advisory Board, whose main role is to support the Executive Advisor by providing insight and advice on the strategic development and improvement of the Program. The Alumni Advisory Board consists of alumni currently at the executive level (i. EX- 0. 3 and above), as well as a member of the Alumni Relations Committee and a recent Program Advisor. Volunteer alumni are elected by their peers to act as Program Advisors. Program Advisors report to the Executive Advisor and provide guidance to the incoming cohorts, including conducting recruitment activities, generating program information, and liaising with placement managers and organizational coordinators for the purposes of recruitment activities, participant assignments, evaluations, board interviews, etc. These organizational coordinators arrange for information sessions for the sponsored participant, as well as coordinate the job matching, recruitment and offer processes on behalf of their organizations. Sponsoring organizations also have the option of designating a Program Champion, typically at the Assistant Deputy Minister level, to serve as advocates for the Program within their organization. Recruitment and Screening Activities: Each year, a maximum of approximately 1. Each cohort that enters the Program begins with an introductory orientation week held in June or July. Participants start their first assignment immediately after the orientation. A graduation ceremony is held after 2. Program. Since 2. Program alumni also promote the Program via presentations at selected universities. The lead organization (e. DFO, IC), along with Program Advisors and the APAP Secretariat, conduct the initial screening of the applications received. An interview is then administered and sponsoring organizations are matched with successful candidates. Successful candidates receive a letter of offer from their sponsoring organization with a start date in late June. Program Expenditures: The 2. MOU outlines the financial arrangements for the program. Recruitment costs are recovered from sponsoring organizations by the department or agency leading the recruitment. Central agencies provide a fixed amount per participant per year for operating expenses to the sponsoring organizations (current amount is $1. Participant salaries and associated costs (net of central agency contributions) are incurred directly by the sponsoring organization. Evaluation Objectives and Scope. The objective of the evaluation was to assess the relevance and performance (effectiveness, efficiency and economy) of the Program. The evaluation covered the Program’s activities and performance since its official launch in 1. March 3. 1, 2. 01. The information collected through this evaluation is intended to inform the decision- making process by providing an objective and evidence- based assessment of the Program’s relevance, design and performance, as well as identifying potential opportunities for improvement.
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