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2012 Financial Management in the Government of Canada

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2012 Financial Management in the Government of Canada Winnipeg & Regina FMI Chapter October 24th and 25th 2012 Presented by: the Office of the Comptroller General, – PowerPoint PPT presentation

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Title: 2012 Financial Management in the Government of Canada


1
2012 Financial Management in the Government of
Canada
  • Winnipeg Regina FMI Chapter
  • October 24th and 25th 2012
  • Presented by the Office of the Comptroller
    General,
  • Financial Management Sector,
  • Capacity Building and Community Development Team

2
Welcome
  • Introduction of the Office of the Comptroller
    General, Financial Management Sector
  • Juliet Woodfield, Senior Director, Capacity
    Building and Community Development (CBCD) Team

3
Agenda Financial Challenges
  • Current Environmental Overview
  • Financial Officer Training
  • Successful interviewing, resume preparation, and
    networking

4
Current Environmental Overview
5
Overview
  • Financial Management Environment Context
  • Developments in Financial Management
  • Developments in Financial Reporting
  • Financial Management Transformation Initiatives

6
The Financial Management Environment
237.1 B revenues
369,000 FTEs
5 DFMS in use
gt1 M payments per working day
88.2 expenditures managed through SAP
132 Departments Agencies
90 FTEs in departments using SAP
239.6 B expenses
With HRSDC as an SAP user
Sources of Data 2010-2011 Public Accounts
2012-2013 Departmental RPPs Association of
Canadian Financial Officers Administrative
Systems Inventory 2011-2012
7
Return to Balanced Budgets
  • Canada expects a full recovery from the 2006
    Financial Crisis by 2014/2015

7
Source http//www.budget.gc.ca/2012/plan/chap1-en
g.htmla10
8
Canadas Fiscal Outlook
  • Projected Total Government Net Debt, 2016

8
Source http//www.budget.gc.ca/2012/plan/chap6-en
g.html
9
Current Environmental Context
  • Economic Recovery Jobs
  • Cost Containment Productivity
  • Standardized Business Processes Service
    Consolidation
  • Supporting Enterprise-Level Decision Making

10
Developments in Financial Management
  • Internal Controls
  • Cost Containment
  • Attestation
  • Community Succession Planning, Talent management
  • E-Invoicing and Payment and Direct Deposit -
    Accomplishments and forward planning

11
Internal Controls
  • Financial Management Policy Suite in place
  • Foundation of sound financial management -
    Effective Internal Controls
  • Internal controls are integral to cost
    containment measures and reliability of financial
    information and reporting
  • Policy requires annual risk-based assessment of
    effectiveness of internal controls over financial
    reporting which is not yet requiring public
    attestations on effectiveness per SarbanesOxley
  • Good progress is being made as demonstrated in
    the annual published departmental reports on
    results and action plans

12
Cost Containment
  • Continued incentives to contain/reduce costs
  • Focus on productivity enhancements to systems,
    processes, data and performance management
    through, for example
  • FM transformation will lead to efficiency gains
    in business processes and streamlining of service
    delivery hubs
  • Rigorous financial information to underpin
    decisions on proposals CFO attestation
  • Measuring performance of grants and contributions
    and user fees

13
Attestation
  • Establishing a framework for consistent CFO due
    diligence on the financial aspects of Cabinet
    proposals
  • Six core financial management assertions and a
    CFO Representation Letter on conclusions and
    observations for each plus an overarching
    conclusion
  • Critical to meet heightened expectations of
    ministerial decision makers and to ensure rigour
    of financial information

14
Community-Succession Planning, Talent management
  • The Chief Financial Officer (CFO) position in the
    federal government of Canada
  • exists in over 100 departments and agencies
  • is a key role to the financial functioning of the
    federal government
  • has been identified as being at risk due to
    changing demographic factors and
  • requires incumbents to have an advanced level of
    both leadership and business skills.
  • The Office of the Comptroller General has
    launched a CFO Talent Management initiative in
    the summer of 2012 with the objective of ensuring
    an adequate supply of qualified individuals in
    the community who are ready to assume the CFO
    role.

15
E-Invoicing and Payment and Direct Deposit -
Accomplishments and Challenges
  • Task Force for the Payments System Review Set-up
    by Minister of Finance in June 2010
  • Compelling need for a payments system overhaul
  • Implementation of electronic invoicing and
    payments for all government suppliers and
    benefits recipients
  • Accomplishments
  • Coding structures defined, procurement items
    being defined
  • E-invoicing data sets being reviewed with RG
  • Challenges
  • Integration, training and complying with
    legislation such as FAA sect 32,33 and 34

16
Community-Succession Planning, Talent management
  • The CFO Talent Management Process has three key
    elements
  • CFO community data collection
  • Data collected through the Chief Human Resources
    Officers Executive talent management system will
    be used to build a CFO community profile.
  • CFO community analysis
  • The CFO Community profile will help to identify
    potential CFO candidates and succession gaps.
  • CFO community development
  • Results of the CFO community analysis will
    identify professional development needs as well
    as required key competencies for the CFO
    community.

17
Developments in Financial Reporting
  • Quarterly financial reports (QFRs)
  • Accounting Standards

18
Quarterly financial reports (QFRs)
  • First QFRs prepared by departments and Crown
    corporations in June 2011
  • QFRs provide more timely, in year financial
    information at the organization level than had
    been previously available
  • QFRs contain
  • Departmental expenditures compared against the
    authorities
  • Comparative financial information for the
    preceding fiscal year
  • A narrative section
  • Increasingly will be used to report on the impact
    of Budget decisions

19
Accounting Standards
  • Employee termination benefits (Budget 2012
    measures)
  • IFRS/PSAS conversion for certain government
    entities
  • Newly introduced concept of Net debt in
    departmental financial statements
  • New accounting standards
  • Financial Instruments
  • Liabilities for contaminated sites
  • Government Transfers
  • Tax Revenue
  • Financial Statement Presentation

20
Financial Management Transformation Initiatives
  • Convergence of Financial Systems and Processes
  • Canada is converging their remaining 5
    departmental financial management systems into
    one standard configuration
  • Governance structures and times lines are now
    being developed for the government moving
    forwards
  • Consolidation of Financial Services
  • Strategic information for decision making is of
    better quality and faster to produce (e.g. CEDI,
    OpenGov, etc.)
  • Improved stewardship of scarce resources
  • Better and more efficient containment costs and
    financial management resources (People, processes
    and information)

21
Management Accountability Framework (MAF)
  • MAF is an assessment of departmental performance
    in a number of key management areas including
    financial management.
  • Three main objectives
  • Clarify management expectations for deputy heads
  • Develop a comprehensive and integrated Treasury
    Board perspective on management issues and
    challenges and
  • Determine enterprise-wide trends and systemic
    issues.

22
...using a four point Maturity Model scale
Strong
  • Continuous learning and improvement to achieve
    highest standards
  • Sets best practices
  • Derives greatest value from its management
  • Is a leader and an example to others

In most areas of management, focus is on growing
capability and improved practice
Acceptable
  • Robust corporate engagement
  • Sound management infrastructure in place
  • Compliant with TB policies
  • Demonstrated accountability

Opportunity for Improvement
  • Aware of its deficiencies and taking steps to
    redress
  • Plans/activities may be underway and
    accountabilities may be assigned
  • Corporate engagement not yet sustained

Attention Required
represents TBP expectation/requirement of all
organizations
  • Little corporate attention
  • Gathers little information regarding its
    conditions
  • Little effort to understand vulnerability
  • Little done about key issues

In areas where new TB policies are being phased
in (e.g. audit, evaluation), focus is on
progress towards full implementation
23
Convergence of Financial Systems and Processes
  • Canada is converging their remaining 5
    departmental financial management systems into
    one standard configuration
  • SAP is the system of choice (ERP Standard)
  • Many concepts of operations are being reviewed
    departmental clustering, outsourcing functions,
    hybrid solutions, shared services solutions, etc
  • Legislative frameworks already exist to allow
    this to happen
  • Governance structures and timelines are now being
    developed for the government moving forward
  • Convergence will not be organic we will
    accelerate

24
Consolidation of Financial Services?
  • Enterprise
  • Differing concepts of operations can be
    contemplated
  • Administrative service delivery is improved and
    made more efficient
  • Strategic information for decision making is of
    better quality and faster to produce (e.g. CEDI,
    OpenGov, etc.)
  • Departments and Agencies
  • Better information and analysis tools for
    organisations
  • Improved stewardship of scarce resources
  • Better and more efficient containment costs and
    financial management resources (People, processes
    and information)

25
So what does this all mean to the financial
officer community?
26
Accounting Profession Landscape across Canada
  • The unification initiative is progressing quickly
    at the national and provincial levels
  • Some parties have left discussions
  • A three-way unification completed in Quebec
  • Proposals between CAs and Certified Management
    Accountants (CMAs) reached in many provinces
    except
  • Alberta, where CMAs are poised to unify with the
    Certified General Accountants (CGAs), and
  • Ontario, where only the ICAO is supporting
    joining CPA Canada

27
CA-CMA-CGA unification information
  • A Framework For Uniting The Canadian Accounting
    Profession
  • Professional Environment Canadian and
    International
  • Four Unification objectives translated in
    benefits for members
  • Next Steps Unification Framework
  • Canadian accounting profession is provincially
    regulated
  • Any decisions regarding merger proposals would be
    made provincially
  • Unification status interactive map
    http//cpacanada.ca

28
Canadian CPA Certification Program
  • Program Design
  • CPA Competencies
  • Program Details
  • Education
  • Examinations
  • Practical experience
  • Transition

29
CPA Professional Education Program Anticipated
Key Target Dates
  • Fall 2013
  • CPA Professional Education Program will be
    available
  • Fall 2014
  • Final full offering of the CA UFE
  • Fall 2015
  • The first CPA Common Final Examination will be
    written

30
CPA Impact on Recruiting and Development in the
Government of Canada
  • OCG is actively following the merger discussions.
  • OCG will be reviewing the implications of the CPA
    merger and professional program on the financial
    officer community and the current recruitment and
    development programs.

31
Financial Officer Training
32
Managing your career during challenging times
33
Financial Officer Career Management Tool Kit

34
Financial Officer Career Management Tool Kit
  • FI to CFO Career Path
  • Competencies
  • FI core curriculum
  • Financial Management Community Strategic Plan
  • Current Environment of Fiscal Restraint

35
Financial Officer Training FI to CFO Career
Path
  • Developed by the DCFO Council to help Financial
    officers and financial executives map out their
    career objectives and goals against
    pre-determined criteria
  • Focus is on reaching a CFO position but can also
    be used for other specialized career paths within
    finance
  • Works on two dimensions the number of levels
    before obtaining a CFO position and the specific
    requirements of each of these levels.
  • OCG working with FM community on revitalizing the
    FI to CFO Career Path (two distinct paths that
    interconnect). Will take into consideration
    requirements of CFO Talent Management Initiative.
  • New career path will include a Welcome to the FM
    Community page for each level in the career path
    (FI and EX) and will be housed on FM community
    GCPedia page http//www.gcpedia.gc.ca/wiki/Financ
    ial_management_community

36
Financial Officer Training FI Competencies
  • Competencies are defined by the Public Service
    Commission as being the characteristics of an
    individual which underlie performance or
    behaviour at work.
  • In order to remain relevant, competencies must
    evolve with the role or job.

37
Financial Officer Training FI Competencies
  • Benefits to using competencies

Employers Perspective Employees Perspective
Greater insight into breadth and depth of individuals experience Can substantiate information provided by individual through validation More pointed and pertinent discussions regarding employees professional development requirements Career management and progression. Better understanding and verbalization of accomplishments and experience Can substantiate work experience with concrete work examples More pertinent feedback from manager/mentor on areas of professional development
38
Financial Officer Training FI Competencies
  • FI Competency profiles
  • Behavioural (includes the 7 key leadership
    competencies)
  • Oral and written communications
  • Risk Management
  • Negotiation
  • Values and Ethics
  • Strategic Thinking Analysis and Ideas
  • Engagement
  • Management Excellence Action, People, Finance
  • Functional (based on four FM functional areas)
  • accounting and reporting
  • planning and resource management
  • Financial policy,
  • Financial Systems

39
Financial Officer Training FI Competencies
  • The FI Competency Profiles and the Employee guide
    on Competency-based Management have been approved
    by the Comptroller General
  • Guidelines and a Managers guide on
    Competency-based Management are being developed
    (anticipated completion date September 2012)
  • All competency documents will be posted on the FM
    community GCpedia site at
  • http//www.gcpedia.gc.ca/wiki/Financial_managemen
    t_community
  • Training will be provided for managers in October
    2012 and for employees in January 2013

40
Financial Officer Training FI Core Curriculum
  • Developed in conjunction with the Canada School
    of Public Service
  • Consists of courses and training events that
    address the knowledge and skills required of all
    financial professionals to meet their legal
    responsibilities

41
PROFESSIONAL DEVELOPMENT FOR FINANCIAL MANAGEMENT
SPECIALISTS
FM Certificate Program FM Certificate Program
Education/Professional Accreditation Education/Professional Accreditation
REQUIRED TRAINING F111 Financial Mgmt. Control Frameworks Change Management Project Management Negotiating Skills Facilitation Skills Effective Writing Communications HR Management Effective Presentations Client Service Problem Solving Working in Teams
REQUIRED TRAINING F112 The Govmt Planning, Budgeting, Report. Eval. Cycle Change Management Project Management Negotiating Skills Facilitation Skills Effective Writing Communications HR Management Effective Presentations Client Service Problem Solving Working in Teams
REQUIRED TRAINING F113 Financial Mgmt. Systems Change Management Project Management Negotiating Skills Facilitation Skills Effective Writing Communications HR Management Effective Presentations Client Service Problem Solving Working in Teams
ESSENTIAL TRAINING C210 Introduction to Risk Management Risk Management for Finance Integrated Risk Assessment Management Change Management Project Management Negotiating Skills Facilitation Skills Effective Writing Communications HR Management Effective Presentations Client Service Problem Solving Working in Teams
ESSENTIAL TRAINING Intro to Revenue and Funding Arrangements The Application of Revenues and Funding Arrangements Strategic Series name of speaker and/or subject presented (Strategic Business Analysis, Resource and Financial Management, Reporting and Budgeting) Change Management Project Management Negotiating Skills Facilitation Skills Effective Writing Communications HR Management Effective Presentations Client Service Problem Solving Working in Teams
ESSENTIAL TRAINING Costing in Government Strategic Series name of speaker and/or subject presented (Strategic Business Analysis, Resource and Financial Management, Reporting and Budgeting) Change Management Project Management Negotiating Skills Facilitation Skills Effective Writing Communications HR Management Effective Presentations Client Service Problem Solving Working in Teams
ESSENTIAL TRAINING Business Analysis Strategic Series name of speaker and/or subject presented (Strategic Business Analysis, Resource and Financial Management, Reporting and Budgeting) Change Management Project Management Negotiating Skills Facilitation Skills Effective Writing Communications HR Management Effective Presentations Client Service Problem Solving Working in Teams
ESSENTIAL TRAINING F708 TB Submissions MCs Strategic Series name of speaker and/or subject presented (Strategic Business Analysis, Resource and Financial Management, Reporting and Budgeting) Change Management Project Management Negotiating Skills Facilitation Skills Effective Writing Communications HR Management Effective Presentations Client Service Problem Solving Working in Teams
ESSENTIAL TRAINING F225 Reporting Budgeting A Case Study Strategic Series name of speaker and/or subject presented (Strategic Business Analysis, Resource and Financial Management, Reporting and Budgeting) Change Management Project Management Negotiating Skills Facilitation Skills Effective Writing Communications HR Management Effective Presentations Client Service Problem Solving Working in Teams
FI-01
CFO
DEVELOPMENTAL
STRATEGIC
FUNCTIONAL
BASIC
CORE
New for 2012/13 csps now accepting
registrations
42
Financial Officer Training FI Core Curriculum
  • 2012-2013 New Activities
  • Strategic Series Schedule of events
  • Expectation seminar (Oct 19)
  • Strategic Relationships for Finance Managers (Dec
    3)
  • Two minute briefings (Dec 14)
  • Managing sensitive conversations (Jan 15)
  • Seizing opportunities in a change environment
    (Jan 25)
  • Management and Leadership Master both! full
    day event (Feb 15)

43
Financial Officer Training FI Core Curriculum
  • 2012-2013 New Activities
  • New courses update
  • Risk Management for the Finance Professional
    Course content under development
  • Introduction to Revenue and Funding Arrangements
    Course Training Plan (CTP) to be approved

44
Financial Officer Training FM Community
Strategic Plan
  • The 5 year strategic plan will be developed to
    incorporate the needs and priorities of the
    financial officer community
  • FM Community Survey Questionnaire is under
    development and will seek input on demographics,
    mobility and learning and professional
    development priorities. Anticipated release date
    late October, 2012. All FIs and EXs will be
    invited to participate
  • Focus groups or workshops will be conducted late
    fall 2012 to identify the communitys maturity
    against its proposed ideal state and to develop
    key HR strategies and activities for the next 5
    years

45
Financial Officer Training Current Environment
of Fiscal Restraint
  • Training and Career Development
  • New and creative strategies required increased
    emphasis on collaboration and in-house
    opportunities
  • Emphasizes the importance of learning plans
  • The responsibility for professional development
    is shared by both the employee and management

46
Successful Interviewing, Resume Preparation and
Networking
47
Managing your career
  • Preparation useful questions
  • Competition process
  • Resume preparation
  • Interviewing
  • Networking

48
Career Planning - Useful Questions
  • Questions that can help you chart the right
    course
  • Who are you?
  • What are you looking for in an organization or
    job?
  • What is important to you?
  • What are you looking for?
  • How do you learn best?
  • What tools do you have at your disposal?
    (competency profiles, manager/peer feedback,
    evaluations, self-assessments, learning
    curriculum, career path, personal learning plan)?

49
Staffing Process
  • Poster SoMC (Publiservice)
  • Application Part 1
  • (application form, covering letter, resumé, other
    documents)


  • Part 2
  • Screening
  • Preparation (should start at time of application)
  • Written Exam Interview
    Part 3
  • Closing the Process (Post-Mortem Recourse)

50
Poster
  • - Actual job opportunity advertisement
  • - Includes some of the information detailed on
    the Statement of Merit Criteria
  • - Provides other information such as
  • Area of selection who and where
  • Closing date
  • General inquiries information (contact person)
  • Where and how to submit your application
  • Other information/requirements about the process
  • Documents required and format
  • Tools that may be used to assess candidates
  • Results expected (job offers, pool of candidates,
    etc.)
  • Any other important information for the
    candidates
  • It is important to submit all documents in the
    format requested and within the timeline
    indicated as failure to do so would affect your
    eligibility into the process
  • Part of selection criteria

51
Statement of Merit Criteria (SoMC)
  • Provides specific information about the
    requirements of the position (for screening and
    assessing purposes). What is on SoMC will be
    evaluated.
  • General Information
  • Selection process number, position title,
    classification(s), federal organization(s),
    location(s)
  • Essential qualifications (must be met
    independently)
  • Elements used for screening purposes
  • Screening Qualifications (education, experience,
    competencies)
  • Assessed by means of exams, simulations,
    interviews, etc.
  • For knowledge competencies
  • Official Language Proficiency (must be met prior
    to hiring)
  • Conditions of Employment (Example Security
    clearance)
  • Asset Qualifications (Qualifications that are not
    essential to perform the work, but which would,
    now or in the future, benefit the organization or
    be an enhancement in terms of the work to be
    performed). Can be used for screening selection
    purposes
  • Operational Requirements (overtime, travel, etc.)
  • Organizational Needs (Used to target groups such
    as visible minorities, women, persons with
    disabilities, etc.). Can be used in selecting a
    candidate.

Must be clearly demonstrated
52
Values
  • The guiding values of the Public Service
    Employment Act (PSEA) are Fairness, Access,
    Representativeness and Transparency.

53
Screening
  • Documents/Information used for screening
    purposes
  • - Application
  • - Covering letter
  • - Resumé
  • - Supporting documents
  • - Deadlines
  • Education
  • Level of post-secondary education (diploma,
    degree, masters, etc.) and institution
  • Experience
  • Use proper wording that reflects the requirements
    stated in the Statement of Merit Criteria (For
    example coordinate ? manage)
  • Only candidates who meet the essential criteria
    can be screened-in for consideration

54
Screening (continued)
  • Supporting documents
  • Attach all other requested documents (Proof of
    education, citizenship documents, performance
    assessments from previous employer (s), etc.)
  • If you do not provide them, you may be
    screened-out
  • Deadlines
  • Screening factor must be met

55
Application form cover letter
  • Most applications must be submitted on-line
    through Publiservice
  • If paper applications are accepted, use the
    format required in the poster
  • Include ALL requested information documentation
  • If some information/documentation is missing, you
    may be screened-out
  • The application form can be used as a screening
    tool
  • Cover Letter (often used as a screening tool)
  • This is the first impression you make on the
    employer and shows how well you communicate in
    writing
  • Shows the employer why they should consider your
    résumé
  • Opportunity to highlight how your skills and
    qualifications will benefit the employer
  • If indicated in the poster, make sure you follow
    the desired format
  • For example, if required, use headings or bullet
    format
  • Trap Some candidates fail to use the required
    format in the cover letter
  • and are screened-out on this basis

Tip
56
Resumé - Showcase yourself!
  • - A "snapshot" of you
  • You must highlight
  • Your education - level of post-secondary
    education (diploma, degree, masters, etc.) and
    institution
  • Your work history
  • Your work experience remember to use proper
    wording (For example coordinate ? manage)
  • Your acquired competencies skills
  • Must be clear, concise and demonstrate that you
    meet all essential qualifications identified on
    the SoMC

57
Resumé (continued)
  • Resumé should be
  • Written with the employers interests in mind
  • Professional in appearance
  • Targeted for a particular job or organization
  • Letter-perfect - spelling and grammar mistakes
    bad impression on potential employer
  • Honest and clear demonstration of your skills,
    abilities and achievements
  • Clear indication of what you offer to the
    employer
  • Note When documents are submitted through online
    application forms, proper formatting is not
    always possible

58
Tips and Tricks for a good Resumé
  • Useful link to help you prepare your resumé
  • http//www.youth.gc.ca/eng/topics/jobs/resume.shtm
    l
  • You can find a resumé builder on the following
    Service Canada website
  • http//seekers.jobbank.gc.ca/commun-common/connect
    ion-login.aspx
  • Google can provide you with many examples of
    resumés. For example
  • http//jobsearch.about.com/od/sampleresumes/a/sam
    pleresume2.htm

59
  • Preparing for Exams and/or Interviews
  • Participating in Exams and/or Interviews
  • - Closing the Process (Post-Mortem Recourse)

60
Preparing for exams/interviews Why is it
important?
  • Increases your chances of obtaining what you are
    aiming for
  • Prepares you to make a great first impression!
  • Demonstrates keen interest in the position
  • Demonstrates your professionalism and knowledge
    of the organization
  • Even if you are not successful, you will be
    better prepared for future competitions
  • Avoids wasting everyones time (reputation is
    everything)

61
Preparing for exams and/or interview
  • Remember, an interview is a two-way exchange of
    information
  • The interviewer is interested in three things
  • Can you do the job?
  • Will you do the job?
  • Will you fit the job?
  • - You will need to be able to
    demonstrate this during the interview and/or exam
  • - You want to know if the organization
    is right for you and your career goals
  • Review SoMC and make sure you understand all
    elements which will be assessed in the exam or
    during an interview (knowledge, competencies
    skills)
  • Things to consider as you prepare yourself
  • Find out everything you can about the specific
    position
  • Practice introductions
  • Practice responses to interview questions, but
    don't try to memorize them. Being yourself is
    essential to interview success. Responses need to
    feel and sound natural.
  • To give a top-notch interview, you need to know
    the answers to three critical questions
  • Why do I want this job?
  • What do I have to offer?
  • What else do I need to know?

62
Preparing for exams and/or interview(continued)
  • Review appropriate documentation to prepare for
    questions
  • Departmental website
  • Central agencies websites
  • General specialized documents
  • Contact appropriate resources
  • Friends
  • Colleagues
  • Departmental contact(s), etc.

63
COMMON TYPES OF ORAL ASSESSMENT QUESTIONS
  • ABOUT YOU QUESTIONS
  • SITUATIONAL QUESTIONS
  • KNOWLEDGE QUESTIONS
  • BEHAVIOUR BASED QUESTIONS
  • ROLE PLAY

64
Participating in the interview/examBe
well-prepared
  • Arrival
  • - Arrive 15-20 minutes before the specified time
  • - Bring requested documents (if any)
  • - Dress for success
  • men jacket, pants, shirt and ties
  • women jacket and pants or skirt
  • and
  • appropriate footwear (no flip flops)

65
Participating in the interview/examBe
well-prepared
  • Exam
  • - Come well prepared
  • You've arrived a few minutes early, checked your
    appearance, are unfailingly polite and pleasant
    with reception
  • Come well-prepared (well-rested, pen paper,
    watch, snack, water, documentation if allowed,
    etc.)
  • - Read all questions first and allot your time
    accordingly
  • - Answer questions you know first
  • - If time permits, check your work
  • - Neat and legible responses will assist the
    evaluator
  • Unless there is a cultural, religious or other
    personal reason for not doing so in this case,
    you may wish to explain your custom at the
    interview

66
Participating in the interview/examBe
well-prepared (continued)
  • At the interview
  • - Make your entrance (smile, firm handshake,
    confident demeanour, good eye
  • contact and friendly, enthusiastic
    manner)
  • - Take notes
  • - Present a detailed, specific and positive
    picture of what you can do, using concrete
  • examples
  • Listening, confidence, and quality of
    presentation are the keys to successful
    interviewing.
  • Employers are looking for enthusiasm, some
    knowledge of the organization, confidence, and an
    ability to work well in their environment.
  • The interview is also your opportunity to assess
    the organization. Do you want to work there? Can
    you contribute, get new skills, have a chance to
    advance, or will this position open doors for
    you?

67
Participating in the interview/examBe
well-prepared (continued)
  • Ending the interview
  • - ask questions that show your knowledge of the
    organization
  • - ask when they anticipate a decision will be
    made and how candidates will be informed
  • - Shake hands and thank the interviewers for
    their time and for the opportunity to participate
  • Unless there is a cultural, religious or other
    personal reason for not doing so in this case,
    you may wish to explain your custom at the
    interview

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Interviews
  • PREPARATION
  • If youre not practicing, somebody else is,
    somewhere, and hell be ready to take your job.
  • Brooks Robinson
  • Success depends upon previous preparation, and
    without such preparation there is sure to be
    failure
  • Confucius

69
Interviews
  • Preparation is the key factor in ensuring success
    in a selection process.
  • Candidates should not leave their future to
    chance.
  • Candidates should take control of their future
    and ensure that they are both physically and
    mentally ready for assessment.

70
  • Thank you for the opportunity to speak with you
    today.

71
Contact us
Juliet Woodfield, CA Senior Director juliet.woodfield_at_tbs-sct.gc.ca (613) 957-0578 Marcel Gendreau, CPA, CMA Senior Policy Analyst marcel.gendreau_at_tbs-sct.gc.ca (613) 952-3350 Alain Lesieur, CGA FORD/IARD and CAST Manager alain.lesieur_at_tbs-sct.gc.ca (613) 946-7635 Sylvie Séguin, CGA Senior Policy Analyst sylvie.seguin_at_tbs-sct.gc.ca (613) 946-6242
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