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  • Handbook for Managerial Level in Civil Service


    Republika e Kosovës Republika Kosova-Republic of Kosovo

    Qeveria - Vlada – Government Ministria e Administratës Publike / Ministarstvo Javne Uprave / Ministry of Public Administration

    Departamenti i Administrimit të Shërbimit Civil / Departament za Administraciju Civilne Sluzbe Department of Civil Service Administration


    Pristina, June 2016

  • Handbook for Managerial Level in Civil Service



    Improved service delivery is a fundamental priority of our government. To achieve this goal, we need a modern public administration directed towards citizens, businesses and the administration itself and ready to address their challenges and needs. Fulfilling this role requires a creative and accountable civil service, ready for innovation, cooperation and working in close partnership with all stakeholders.

    This cannot be achieved without a capable, committed and well prepared leadership and management. The modern civil service at all levels requires leaders who have considerable skills to manage policies in complex organizational and functional environments.

    This handbook is an instrument that can help the development of a quality and competent civil service. The document is designed for the purpose of facilitating the access of civil service management to increase the civil servants’ performance in providing services to citizens, businesses and administration itself.


    Mahir Yagcilar Minister of Public Administration

  • Handbook for Managerial Level in Civil Service


    A Handbook for Civil Service Managers

    Table of Contents

    Abbreviations 6 Introduction 7 The purpose of this handbook 7 Management and leadership in the civil service 8 How this handbook is structured 12 PLANNING AND ORGANISATION 15 How to plan the activities of your team 15 How to use PDCA - Plan, Do, Check, Act. 19 How to get the best out of the Personnel Planning process 22 How to plan project activities 25 DECISION MAKING 28 How to make difficult decisions 28 How to analyse problems 30 STAFF MOTIVATION AND DEVELOPMENT 33 How to set a good example 33 How to induct new employees 36 How to use a job description 37 How to use a competency framework 42 How to set clear and stretching objectives 47 How to delegate responsibly 49 How to coach someone to improve performance 51 How to be a mentor 55 How to motivate your staff 57 How to recognise and motivate different types of people 59 How to conduct an appraisal interview 64 How to develop subordinates 68 How to deal with underperformance 70 Chapter 21: How to deal with an employee with a grievance 72 How to lead for the first time 75 How to choose your leadership style(s) 76

  • Handbook for Managerial Level in Civil Service


    PROFESSIONAL AND TECHNICAL KNOWLEDGE 79 How to make a business case 79 How to think creatively 81 How to lead a change in your department or institution 83 TEAMWORK 85 How to get the best out of a team 85 How to create a vision for your own function or department 88 How to develop and use team values 90 How to work well in a team 92 COMMUNICATION & PRESENTATION 94 How to interview for selection and recruitment 94 How to deal with a conflict at work 102 How to improve your interpersonal communication 111 How to have a successful meeting with a difficult person 114 How to negotiate 115 Chapter 36: Have a dialogue rather than a competitive debate 116 How to give and receive feedback 117 How to give praise 118 How to present ideas 119 EFFECTIVENESS AT WORK 121 How to understand yourself and others 121 How to influence your boss 124 How to run an efficient and effective meeting 125 How to plan your own activities and manage your time wisely 127 How to manage your stress 130 How to get the best from the HR Department 130 SENIOR MANAGEMENT TOPICS 133 How to develop an institutional strategy 133 How to secure the commitment of others to a strategy 135 How to oversee the implementation of a strategic plan 136 How to improve value for money for your institution and the Kosovo Civil Service 138 How to build a high-performing senior team 140 HUMAN RESOURCE MANAGEMENT TOPICS 142 Chapter 55: How to work well with line managers 142

  • Handbook for Managerial Level in Civil Service


    How to work well with your boss 145 How to work as an internal consultant 149 How to use organisation development (OD) to improve your institution’s performance 150 Consortium Management and Development Associates (MDA) and Ecorys: 152

  • Handbook for Managerial Level in Civil Service



    DCSA Department of Civil Service Administration

    KIPA Kosovo Institute of Public Administration

    HR Human Resources

    HRM Human Resources Management

    HRD Human Resources Development

    MoF Ministry of Finance

    MOOCS Massive Open Online Courses

    MPA Ministry of Public Administration

    OPM Office of the Prime Minister

    OD Organisation Development

    PP Personnel Planning

    SWOT Strengths, Weaknesses, Opportunities, Threats

    VFM Value for Money

  • Handbook for Managerial Level in Civil Service



    This handbook is a compilation of civil service management and leadership best practice gathered from around Europe and beyond. It draws upon many well know models and concepts but translates them into practical management practices, tools and techniques that are applicable in the civil service. As such it is evidence-based rather than theoretical.

    It aims to provide an easy access repository of expertise and experience that busy managers can refer to when facing particular situations.

    Through consultation with the Ministry of Public Administration and civil service legal experts, senior, operational and human resources managers it has been adjusted for the Kosovo civil service, its legal framework and organizational culture that is becoming increasingly open and dynamic. It also aims to complement the work of IKAP and the implementation of the Civil Service Training Strategy.

    As the government works to raise the level of public service delivery and citizens themselves develop higher expectations, the role of civil service managers in managing their resources and leading their teams becomes both more critical and more challenging.

    We hope this handbook can help in meeting those challenges.

    The purpose of this handbook To be effective, managers need to know what to do. In summary they need to:

    Know what’s expected by the institution’s strategy and the senior officials - Ideally, contribute to those expectations and strategy

    Plan to meet those expectations - developing work plans - defining needed outputs and outcomes - setting team and individual targets

  • Handbook for Managerial Level in Civil Service


    Manage the process of achieving the outputs, outcomes and targets - communicate plans to staff - involve staff in the process - achieve buy-in by staff

    Monitor progress against plans, continuously - review performance of staff - coach and mentor employees to raise performance

    Review the unit’s performance at middle and end of year. - report to superiors - produce new plans for next year

    In going about their day-to-day activities civil service managers have to comply with a multitude of laws and regulations. The laws and regulations spell out even further what a manager has to do.

    But just as importantly, managers need to know how to achieve best results. This handbook provides advice – based upon best practice and EU standards – on the ways such requirements can be undertaken. It has been developed to provide an easy reference ‘How to’ guide for busy civil service managers.

    It can be read in one of two ways. New managers taking up their first supervisory role may choose to read the entire publication to give them an overview of the role of a managerial leader and the range of approaches they could choose to adopt. Or alternatively readers could choose to dip into the handbook whenever they are facing particular situations or have to deal with specific issues and wish to consider how best to tackle them.

    Management and leadership in the civil service Good management and leadership is about creating the conditions that allow others to succeed. As managers, we are in a privileged position to develop others, and a great manager brings out the best in other people.

    There is huge range of skills a good civil service manager has to be able to use. The civil service performance appraisal regulation identifies eight core competencies that all managers need to deploy, as shown in the

  • Handbook for Managerial Level in Civil Service


    diagram below. (Those in blue actually apply to all civil servants, but managers should be exemplary in those areas). This handbook provides advice and guidance on how to improve your skills in all of these areas.

    The diagram above incorporates both management and leadership activities. We believe that there is a fundamental distinction between management and leadership and that both are absolutely essential for any organisation to succeed.

    Management is primarily about non-human resources or things, whilst leadership is about people.

    Management involves the development of logical processes,