HR CHALLENGES IN CIVIL SERVICE - About Us...Employee Engagement Effectiveness of management...
Transcript of HR CHALLENGES IN CIVIL SERVICE - About Us...Employee Engagement Effectiveness of management...
9/30/16
1
HR CHALLENGES IN CIVIL SERVICEInternational Exchange Seminar
Pretoria, South AfricaSeptember 26, 2016
• A changing public sector context• Towards a workforce of
– professional – strategic– Innovators
• Role of the central HR authority
Outline
9/30/16
2
Events• Annual meeting plus expert groups on hot topics (e.g. compensation, workforce
planning, employee engagement, senior civil service)
Comparative Research: • collect statistics through surveys • develop comparative research on a range of topics related to HRM (e.g. strategic
agility, employee engagement, HRM for Innovation)
Country-specific analysis and advice: • HRM reviews (Dominican Republic, Brazil, Belgium), • Public Governance Reviews (Peru, Colombia, Northern Ireland, Spain, Slovak
Republic, Poland, France, etc)• Topic-focused workshops
Public Employment and Management Working Party
A unique practitioner-based forum of senior Public Employment and HRM officials
A CHANGING PUBLIC SECTOR CONTEXT
9/30/16
3
Reforms across OECD have reduced publicemployment and choice of instruments (2008-11)
0% 20% 40% 60% 80% 100%
Non or partial replacement of retiring staff
Recruitment freezes
Annual productivity targets (eg: 0.5% personnel …
Outsourcing
Dismissals
Decentralisation of employment to lower …
Privatisation
Percentage of responding countries
Frequent use Moderate use No use
Source: 2014 Survey on Managing Budgeting Constraints: Implications for HRM and Employment in Central Public Administration
Impact of current reform trends on work intensity and stress in central government
0% 20% 40% 60% 80% 100%
Work/job intensity
Work related stress
Percentage of responding countries
High increase Moderate increase No change Moderate decrease High decrease Cannot say
Source: 2014 Survey on Managing Budgeting Constraints: Implications for HRM and Employment in Central Public Administration
9/30/16
4
Effects of Reforms on Workplace Behaviour (since 2008)
Source: 2014 Survey on Managing Budgeting Constraints: Implications for HRM and Employment in Central Public Administration
-40
-20
0
20
40
60
80
100
-40
-20
0
20
40
60
80
100
Ger
man
yIs
rael
Icel
and
Slov
ak R
epub
licJa
pan
Switz
erla
ndKo
rea
Hun
gary
Cze
ch R
epub
licPo
land
Uni
ted
King
dom
New
Zea
land
Nor
way
Italy
Turk
eySw
eden
Esto
nia
OEC
D a
vera
geU
nite
d St
ates
Aust
ralia
Mex
ico
Aust
riaFr
ance
Chi
leN
ethe
rland
sBe
lgiu
mD
enm
ark
Luxe
mbo
urg
Irela
ndC
anad
aG
reec
ePo
rtuga
lSp
ain
Finl
and
Slov
enia
Rus
sia
Indo
nesi
aLa
tvia
Braz
ilIn
dia
Sout
h Af
rica
%Percentage points % in 2014 (right axis) Percentage points change since 2007 (left axis)
Public trust in government has declinedConfidence in national government in 2014 and its change since 2007
Source: Gallup World Poll
9/30/16
5
WHAT RESPONSE FROM CIVIL SERVICES?
Fundamentally, man is the key to all problems, not money. Funds are valuable
only when used by trained, experienced and devoted men and women. Such people, on
the other hand, can work miracles even with small resources, and draw wealth out
of barren land.- Dag Hammarskjold (U.N. SG 1953-1961)
A (re)investment in the workforce…
9/30/16
6
HR Reform Priorities in OECD countries, 2016
Source: Preliminary findings of the OECD SHRM survey 2016
Laws,Institutions,Leadership
Towards a civil service of professional strategic innovators…
• Networks• Learningculture• Riskacceptance• Knowledge
sharing/transfer• Workplace
quality/wellbeing
• HRstrategyandplanning• Workforcedata• Agilityandflexibility• Competency
management
• Merit-based• Openandfair
recruitment• Performance
management• DiversityandInclusion
Istheworkforceprofessional and
managedthroughfair,rule-based,transparentpractices?Areeducation
andexperiencerewarded?
Aretherightpeoplewiththerightskillsareworkingintherightplaceattherighttime,todeliveryresultsasefficientlyas
possible?
Doesyourworkforcecontributedrive
performancethroughinnovationand
continuousimprovement?
Professional Strategic Innovators
9/30/16
7
PROFESSIONAL
• Fair and open recruitment• Transparent and fair performance appraisal• Promotion based on objective criteria
Current challenges in OECD countries:• Traditional approach to merit (e.g. Civil Service
Exams) may not be well adapted to new skills needs• Processes can be slow and burdensome, leading to loss
of attractiveness• Values and behavioural competencies are essential but
difficult to assess objectively
A professional, merit-based civil service:
9/30/16
8
Performance management and the right balance of incentives
0
0,1
0,2
0,3
0,4
0,5
0,6
0,7
0,8
0,9
1
CZEC
H R
EPU
BLIC
CHIL
EH
UN
GAR
YK
OR
EAU
NIT
ED K
ING
DO
MTU
RK
EYPO
RTU
GAL
NET
HER
LAN
DS
CAN
ADA
SWED
ENJA
PAN
FRAN
CEU
NIT
ED S
TATE
SIR
ELAN
DSW
ITZE
RLA
ND
AUST
RAL
IAIS
RAE
LM
EXIC
OG
ERM
ANY
DEN
MAR
KSL
OVE
NIA
BELG
IUM
ITAL
YPO
LAN
DES
TON
IAG
REE
CEN
EW Z
EALA
ND
NO
RW
AYAU
STR
IAFI
NLA
ND
LUX
EMBO
UR
GSL
OVA
K R
EPU
BLIC
SPAI
NIC
ELAN
D
LITH
UAN
IACO
STA
RIC
ALA
TVIA
COLO
MBI
AFL
AND
ERS
Extent of the use of performance assessment
Composite indicator (2016) OECD-31 average (2016)
OECD-31 average (2011) Composite indicator (2011)Source: Preliminary findings of the OECD SHRM survey 2016
An increasing focus on top leaders
0
0,1
0,2
0,3
0,4
0,5
0,6
0,7
0,8
0,9
1
Fran
ceU
nite
d St
ates
Gre
ece
Chile
Uni
ted
Kin
gdom
Net
herl
ands
New
Zea
land
Isra
elAu
stri
aCa
nada
Belg
ium
Kor
eaPo
rtug
alTu
rkey
Den
mar
kSl
oven
iaCz
ech
Rep
ublic
Finl
and
Ital
yAu
stra
liaIr
elan
dEs
toni
aJa
pan
Ger
man
yN
orw
ayPo
land
Spai
nSw
itzer
land
Icel
and
Hun
gary
Luxe
mbo
urg
Mex
ico
Slov
ak R
epub
licSw
eden
Flan
ders
Lith
uani
aCo
lom
bia
Cost
a R
ica
Latv
ia
Use of separate HRM practices for senior civil servants (SCS)
Composite indicator 2016 OECD Average 2016 OECD 31 Average 2011
Source: Preliminary findings of the OECD SHRM survey 2016
9/30/16
9
Differences in selection process for senior managers
Source: Preliminary findings of the OECD SHRM survey 2016
0 2 4 6 8 10 12 14 16 18 20
Other
Different set of Standardized exams
All vacancies are published separately from other civil servants
Final decision is bound by report of panel / assessment centre
Greater use of Assessment centres
Recruitment is made with special panels
A more centralized recruitment process / monitoring / oversight
Number of responding countries
Merit and Diversity: towards a more open and inclusive civil service
Share of central government employment filled by women (2010)
9/30/16
10
STRATEGY
• Strategic Vision• Workforce Planning• Competency Management• Workforce Data• Agility and Mobility
Strategic Workforce Management
9/30/16
11
A Vision for Canada’s Federal Public Service• A world-class Public Service equipped to serve Canada and
Canadians now and into the future.– “We will be recognized as having the best people working together with citizens,
making smart use of new technologies and achieving the best possible outcomes with efficient, interconnected and nimble processes, structures and systems. Our core objective is to improve the lives of our citizens and secure a strong future for our country.”
Guiding Principles– An open and networked environment that engages citizens and partners for the
public good.• together with…
– A whole-of-government approach that enhances service delivery and value for money.
• enabled by…– A modern workplace that makes smart use of new technologies to improve
networking, access to data and customer service.• and…
– A capable, confident and high-performing workforce that embraces new ways of working and mobilizing the diversity of talent to serve the country’s evolving needs.
Canada’s Blueprint 2020
A focus on competencies and skills
Existence of common competency framework…
Source: Preliminary findings of the OECD SHRM survey 2016
9/30/16
12
Competencies most often highlighted in competency profiles (2016)
Source: Preliminary findings of the OECD SHRM survey 2016
0 5 10 15 20 25
Innovation
Professionalism
Interpersonal relationships
Problem solving
Team work
Communication
Strategic Thinking
Leadership
Values and ethics
Achieving results
Skills prioritised in the recruitment and development of public leaders (2016)
Source: Preliminary findings of the OECD 2016 SHRM survey
9/30/16
13
1. Create vision and strategy2. Mobilise people 3. Uphold integrity and respect4. Collaborate with partners and
stakeholders5. Promote innovation and guide change6. Achieve results
Canada’s leadership competencies
Public sector skills manage public value?
9/30/16
14
Managing skills: the use of strategic workforce planning
Use of systematic strategic workforce planning
Source: Preliminary findings of the OECD SHRM survey 2016
Strategic workforce planning takes into consideration…
Source: Preliminary findings of the OECD SHRM survey 2016
9/30/16
15
Towards an increasingly data-driven HRM
Which employee data are countries collecting in a standardised way?
Source: Preliminary findings of the OECD SHRM survey 2016
Still some gaps in using HR data…
Source: Preliminary findings of the OECD SHRM survey 2016
9/30/16
16
INNOVATION
9/30/16
17
Why a project on innovation skills?
… yet we know very little about them!
People are at the centre of innovation…
Unlocking civil servants’ innovative potential
Ability I can do it
• Skills (hard and soft)• Knowledge
Motivation I want to do it
• Intrinsic• Extrinsic
OpportunityI am allowed to do it
• Work design• Organisation
9/30/16
18
OECD/Chile project on innovation capabilities in the civil service
CONTEXTUAL
ORGANISATIONAL
PERSONAL
• develop understanding about world megatrends and their impact
• create understanding how horizontal cooperation can build innovation
• develop the ability to see “behind the information”
• rethink the ways to overcome structural and cultural inertness
• provide knowledge and skills to make the change in organizational culture happen
• provide tools how a leader can create a motivating and innovation-prone workingenvironment
• stretch the mind (out of box thinking)
• encourage to see above most obvious connections
• develop creative thinking and support creative confidence
• acquire techniques and conceptual tools to increase innovation capacity
Estonia’s Innovation Boot Camp
9/30/16
19
Building an open and innovation-oriented organisational culture:
Source: Preliminary findings of the OECD 2016 SHRM survey
0 5 10 15 20 25 30 35
OtherInclusion
HarassmentSkills match
Effectiveness of HRM systemsImpacts on employees of workplace …
Integrity at the workplaceDiscrimination
Perceived employer imageStress levels
Work intensityEmployee Engagement
Effectiveness of managementOrganizational commitment
Employee motivationWork / life balance
Job satisfaction
Use of employee surveys to measure and assess…
38
80% 77%
66% 63%
56% 54%
2010 2011 2012 2013 2014
Employee Engagement IndexHigh Department Score Governmentwide Low Department Score
2010 2011 2012 2013 2014
Employee Engagement Index 66 67 65 64 63
Leaders Lead 55 56 54 53 50 Supervisors 71 72 71 70 71 Intrinsic Work Experience 72 72 71 69 68
20 January 2015
Data trends from the US Civil Service Viewpoints Survey
9/30/16
20
ROLE OF CENTRAL HR AUTHORITY
Role of central HR Authority in OECD countries
0 5 10 15 20 25 30 35 40
Other
the actual management of HRM at central/national/federal …
defining and controlling the payroll
dealing with retirement and pension plans
identifying performance management indicators
the provision of training
promoting diversity across the civil service
defining salary levels and benefits across the public service
designing the pay system
the coordination and supervision in the implementation of …
transmitting public service values
designing an HR strategy
standardizing recruitment and defining skills profiles
providing advice on the legal framework
providing leadership and guidance on human resource …
Number of countries
Source: Preliminary findings of the OECD SHRM survey 2016
9/30/16
21
Extent of delegation of HRM functions to agencies/ministries
0
0,1
0,2
0,3
0,4
0,5
0,6
0,7
0,8
0,9
Slov
ak R
epub
licSw
eden
Ger
man
yAu
stra
liaPo
rtug
alIt
aly
Icel
and
Esto
nia
New
Zea
land
Finl
and
Nor
way
Slov
enia
Den
mar
kU
nite
d K
ingd
omFr
ance
Pola
ndCa
nada
Belg
ium
Uni
ted
Stat
esAu
stri
aCh
ileSw
itzer
land
Irel
and
Hun
gary
Japa
nM
exic
oK
orea
Turk
eyN
ethe
rlan
dsCz
ech
Rep
ublic
Spai
nG
reec
e Is
rael
Luxe
mbo
urg
Flan
ders
Latv
iaCo
sta
Ric
aCo
lom
bia
Lith
uani
a
Composite indicator 2016 OECD 34 Average 2016
Source: Preliminary findings of the OECD SHRM survey 2016
Delegation by function (1=centralised)
0 0,1 0,2 0,3 0,4 0,5 0,6 0,7 0,8
Individual dismissal (organizational restructuring, performance, misconduct)
Individual career management
Management of performance related pay
Recruitment into the civil service (choice of individuals)
Adjustments to working conditions (part-time, etc.)
Number and types of posts within organizations
Training
Flexibility of working conditions (number of hours, etc.)
Allocation of budget envelope between payroll and other expenses
Performance appraisal systems
Post classification system - grades
Code of conduct
Ethics, equal opportunity, equity issues
General management of pay systems (salary levels, progressions)
Source: Preliminary findings of the OECD SHRM survey 2016
9/30/16
22
• Building and enabling a high-capacity civil service requires reflection not only on the appropriate size and cost, but also on the quality of the workforce and the way they are managed.
• The role of a central HRM authority is essential to set guidelines, provide support and ensure coherence.
• There is a careful balance to be struck between regulation, compliance, support and innovation.
• Leadership is essential but requires systematic support.
Concluding thoughts
THANK YOUDaniel Gerson: [email protected]