EPAN - Workshop eGovernment : People and Skills

Introduction – Luxembourg Presidency

NL – Maastricht, 24 June 2005

Agenda

Government : People and SkillsGovernment : People and Skills

▶MTP 2004 - 2005

• Luxembourg Presidency (2005/1)

• UK Presidency (2005/2)

▶MTP 2006 – 2007

Government : People and SkillsGovernment : People and Skills

Government : People and Skills

▶MTP 2004 - 2005

• Luxembourg Presidency (2005/1)

• UK Presidency (2005/2)

▶MTP 2006 - 2007

MTP 2004 - 2005

▶ Rome, 1 December 2003

• Human Resources WG2. Human Resources Management strategies to support organisational changes… best practices … with a strong focus on solutions that have been shown capable of enhancing the skills present in the organisation at the individual and collective level. …

• eGovernment WG2. Organisational changes, skills and the role of leadership required by eGovernment… the eGovernment skills required for managers and clerical workers will be appraised.

Luxembourg Presidency

▶Directors General :

The flexibilisation of the employment status of civil servants : from life tenure to more flexible employment relations ?

DG : “Flexibilisation”

▶ High level of job security belongs to those classical elements of the civil service, which have been modified the least during the reform processes

▶ Job security is still among the most motivational factors of public employment

▶ Life tenure is not absolutely resistant towards bad performance / economic restructering

▶ The most striking trend as regards non-statutory servants : the increase of fixed-term staff

Luxembourg Presidency

▶Directors General :

Are civil servants different because they are civil servants ?

DG : “Difference”

▶ Civil servants are not different because they are civil servants. However, people who want to work for the public services have some different motivational characteristics than private sector employees

▶ Differences between the values of publics employees vs. private employees are becoming less (e.g. importance of citizen/customer orientation), but the new mix of values create new dilemnas (e.g. confidentiality vs. openness; hierarchy vs. citizen orientation)

▶ The people are not the problem but the structures (Al Gore)

Luxembourg Presidency

▶Human Resources Working Group :

Human Resources management strategiesto support organizational changes

▶ HR Strategy focuses on how to efficiently and effectively deliver HR services to an institution/enterprise through

• Organisation

• People

• Processes

• Technology

HR Strategy

Processes Systems

PeopleOrganisation

Processes Systems

PeopleOrganisation

HR : “Strategy”

0%

21%

25%

33%

33%

38%

38%

38%

42%

42%

42%

42%

42%

46%

50%

50%

50%

54%

58%

63%

0% 10% 20% 30% 40% 50% 60% 70%

Reducing the number of HR projects

Introducing concrete measures related to sustainable development

Pension reform

Demographical change of the population structure (many people w ill retire around 2010)

Reducing labour costs

Introducing actions to support the changes in values

Introducing competency management

Reducing headcount (people w ho retire w ill not be replaced)

Implementing proven HR procedures for a top-of-the-line recruitment

Progressive implementation of an appraisal system

Reform of the main HR processes

Reform of the remuneration system

Restructuring of the HR role

Improving internal communication

Implementation of tools and w orking teams for improving information accessibility

Change in HR (HRIS) technology

Leadership development

Improving w ork quality

Enhancing f lexibility of civil servants

Favouring mobility of civil servants

“On the top of the HR agenda, there is an emphasis on “people issues”, that is favoring mobility, flexibility and efficiency of civil servants… it is the skills, behaviors and values of staff that are principal in an organization’s success.”

Main HR strategies

Government strategies

Type of change Strategy TrendEconomic Implementation of an overall cost-reduction programme ++Environmental Sustainable development =Legal/Administrative Administrative reform -Organisational/Structural Improving internal communication =Organisational/Structural Centralising/Decentralising certain tasks ++Organisational/Structural Harmonising procedures ++Organisational/Structural Accessibility of information to support decision-making ++Political Improving the quality of services provided (efficiency, process optimisation) ++Political Satisfaction of the citizen -Social Demographic changes of the population structure (many people will retire around 2010) ++Social Government Image in the labour market ++Social Changes in values (balance between private and professional life) --Technological Modernisation / InnovationIntegration and use of information technologies +

2003 2004 2005

“According to the results of the survey, HR strategies are generally aligned with the governmental strategies, supporting thus the organizational changes”

“HR strategy may be seen not only as an efficient support to organizational changes, but it is not yet a generator of changes ...”

17%

25%

25%

29%

46%

54%

67%

71%

17%

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8

There is no leadership developmentprogramme

Feedback from colleagues

360° feedback*

Self-based training (e-learning)

One-to-one coaching*

On-the-job training

Performance appraisal feedback

People skills training

Leadership training

Leadership development

“…leadership development is a top HR strategy. In recent years, many governments have positioned leadership development as a high priority. Personal and leadership development programs enhance the individual potential of civil servants in order to help them better respond to the professional situation and consequently to deliver high quality services to the citizen.

Service provider

Solutions expert

Strategic Partner

Human Resources

• Human resources are the key to the success of change and they help enhance productivity in the public sector

• HR provide advice in critical situations which could have an impact on objectives

• Act to bring solutions to the Management in terms of HR

• Help to resolve complex specific problems

• Service provider on:

• Strategic issues

• Consulting issues

• Administrative issues

CH

AN

GE

▶ All roles are important

▶ A strategic role means the “basics must be right”

HR development

Luxembourg Presidency

▶DSIPA :

Development and promotion of a communication network between national schools and institutes of public administration

Organizing and supportingcollaborative work

Luxembourg Presidency

▶eGovernment Working Group :

Organisational changes, skills and the role of leadership required by eGovernment

UK Presidency

▶DGs Resolutions

• NL - Maastricht, 22-23 November 2004

• LU - Mondorf-les-Bains, 9-10 June 2005

(www.epan.org)

UK Presidency

▶ eGovernment Working Group : e-Skills

• Public sector and Private sector

• Professionalisation / Career path

• Skills frameworks

• Mini-conference : 27 October 2005

▶Ministerial eGovernment Conference Transforming Public Services 24-25 November 2005

MTP 2006 - 2007

▶ Mondorf-les-Bains, 8 June 2005

• EPAN Priorities (EPAN <> International institutions)

▶ improvement of the coordination among the working groups

▶ promotion of common projects

▶ avoidance of duplication

▶ creation of synergies

• Lisbon cross-cutting activities3. Efficiency of public administration

▶ ICT licence for administrative staff (HR WG and DSIPA)

▶ Professionalization of ICT staff (eGov WG and DSIPA)

MTP 2006 - 2007

• Human Resources WG

1. Strategic Human Resource Management To identify which key competencies/skills are needed in the public administration of tomorrow …

2. Leadership Development and Succession Planning… comparing different concepts … and ... exchanging good practices … competency and skills development ...

6. Training of civil servantsImprovement in the knowledge, skills and competencies …

MTP 2006 - 2007

• eGovernment WG

2. Organisational changes, skills and the role of leadership required to achieve the benefits that effective use of ICT can bring

To continue the discussion on the acquisition of the relevant skills and competencies as well as on the implications of eGovernment on recruitment, training, functions and professional development of civil servants.

MTP 2006 - 2007

HRM ICT

Regulation

Leadership

QualityInnovation

Security

eGovernment : People and Skills

▶eGovernment(Commission of the European Communities - 26.9.2003)

Use of ICT in public administrations combined with organisational change and new skills in order to improve public services and democratic processes and strengthen support to public policies

Luxembourg

Innosertion platform

Training

Recommendations for new training courses or new training content

Self-assessment

Individual assessment of the ICT skills level per job with automatic training proposal

Foresight Foresight methodology by job experts workgroup

Objective: anticipate the evolution of ICT skills of jobs

ICT

skills

reference frame

www.innosertion.lu