people strategy for the civil service 2017 -...

People Strategy for the Civil Service 2017 - 2020

An Roinn Caiteachais Phoiblí agus Athchóirithe | Department of Public Expenditure and Reform

CS People Strategy 2017 – 2020https://www.gov.ie/en/publication/6f5766-people-strategy-for-the-civil-service/

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Developed in consultation with HR community Published Oct 2017 Strategic HR Advisory Group established – senior HR and business leaders PMO set up to oversee and report on implementation

https://www.gov.ie/en/publication/6f5766-people-strategy-for-the-civil-service/

3 An Roinn Caiteachais Phoiblí agus Athchóirithe | Department of Public Expenditure and Reform

Programme Roadmap

September 2019

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Presentation Notes

And this is what the roadmap looks like now. The colour of the project is an indication of the overall Red Amber Green (Or RAG) Status of the project and is based on a number of factors: the milestones met, milestones due but not achieved, issues, risks, change management activities, lessons learned and progress-to-date. The Programme Board makes the overall decision on the RAG stage .

Action 26 Review of the Civil Service HR Operating Model (HROM)

5© 2018 Deloitte Ireland LLP. All rights reserved.

The Civil Service Renewal Plan (2014)

Review of HROM: Why?

The strategic HR projectAction 26: design a new, fit-for-purpose, strategic HR operating model

PROJECT AMBITION

The purpose of this project is to design a new HR operating model to:

• build strategic HR capability

• improve workforce performance through structural and cultural reforms

• develop an approach to evaluate the effectiveness of HR reforms

Our Public Service 2020 (OPS 2020)3 also highlights a number of key people related focus areas. Developing our people and organisations

The Civil Service People Strategy (2017-2020) was developed2 to deliver on the Civil Service Renewal Plan and further identified strengthening strategic HR capability

References: 1The Civil Service Renewal Plan. 2The Civil Service People Strategy (2017-2020). 3Our Public Service 2020 (OPS 2020).

Strategic HR Focus Group© 2018 Deloitte Ireland LLP. All rights reserved. 6

Work distribution analysis by DepartmentKey insights ‘as is’ from the work activity analysis

On average 46% of time is allocated to Administration and Inquiries across the pilot organisations

That percentage increases when considering the departments alone which not uncommon however normally seen as part of shared service activity

Time spent on Delivery and Strategy & Design varies significantly across the pilot departments while consultation is broadly the same

10% of time is spent on “Other” services, including participating in working groups; HR administration and clerical work; management of freedom of information requests and general governance

28.3%

17.6%

18.1%

12.7%

13.2%

10.1%

Administration

Inquiries

Delivery

Consultation

Strategy & Design

Other31.2 FTE 40.2 FTE

67.2 FTE

24.5 FTE

43.6 FTE

30.4 FTE

71 FTE

72.1 FTE

20.1 FTE

68.1 FTE

4.8 FTE

19.05%

32.50%

30.91%

31.07%

44.20%

10.80%

21.79%

16.87%

18.93%

34.80%

25.96%

13.78%

11.09%

17.96%

6.00%

17.61%

13.38%

10.83%

9.44%

10.80%

20.64%

7.00%

14.87%

10.72%

4.20%

3.88%

6.48%

10.65%

4.44%

2.07%

5.09%

4.78%

7.43%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00%

CSHRD

DAFM

DBEI

DEASP

DRCD

Administration

Inquiries

Delivery

Consultation

Strategy & Design

Other HR

Other non-HR2

DPER HR Operating Model As Is and Visioning Lab output 7© 2018 Deloitte Ireland LLP. All rights reserved.

As-is themes and priority areasKey findings

Findings from across all data sources; quantitative survey data; analysis of current HR structure and operating model; and consultation findings, were analysed and grouped together to identify the three primary themes. The as-is review identified significant opportunity to create capacity, grow capability, empower the HR community and boost HR credibility.

Talent loss due to retirement poses a significantsustainability risk to the Civil Service.02

03 Effective performance management is not a reality in theCivil Service and, in its current practice, may prevent aculture of high performance.

04 Learning and development has emerged as a key priorityarea in relation to role specific technical skills (e.g. HR,Finance, ICT, Communications, etc.).

The impact of the people manager role is limited due to alack of clarity and accountability combined with mixedcapability.

01 05 Processes are not consistent, leading to both an inefficientuse of resources and service delivery model.

08 Strategic HR is not enabled through the current HRoperating model which has arisen from the organic natureof the development of HR in the Civil Service, and facilitateslimited integration, collaboration and partnership across CivilService HR Departments and internally between Departments.

Professionalisation of HR is currently not facilitated in theCivil Service limiting the impact and value HR can deliver.07

06 Technology significantly inhibits the effectiveness of HR inthe Civil Service and prevents data driven decision making.

THEME 2: HR FUNDAMENTALS AND ENABLERS

THEME 3: STRATEGIC HR

THEME 1: CIVIL SERVICE TALENT DEVELOPMENT

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Deloitte Presentation Final = 6

Strategic HR Focus Group© 2018 Deloitte Ireland LLP. All rights reserved. 8

Delivering strategic HR will provide many benefits to the Civil Service The case for change

Research by Bersin by Deloitte, shows that when HRoperates with high impact, the business excels.Organisations that implement a high impact HRoperating model are better able to adapt to marketchanges, accelerate introduction of new services,operate efficiently, and respond to customer needs morequickly.

• Reduce attrition and increase retention by ensuring the needs of changing workforce demographics can be met within theCivil Service. This includes focussing on required training and development and supporting mobility across the Civil Service

• Increase engagement in the workforce by identifying people challenges and addressing them with both local and cross sectoralinitiatives

• Manage and reduce underperformance through upskilling people managers to tackle the difficult conversations and providingthem with the enablers and support to do so

• Increase people manager capability through targeted development programmes and providing appropriate support channelsthrough self service to on the ground support

• Improve knowledge management by planning for the workforce of the future and being prepared for employee movements inand out of roles, thus preventing knowledge loss and shortening the learning curve for new joiners

• An estimated 25.1% of the total local HR and CSHRD capacity could be made available for re-investmentin strategic HR. This is a result of administrative and inquiry work, currently completed by local HR and CSHRD,being reassigned to shared and central services

By providing services to HR customers in a

consistent, efficient and best practice manner, HR

will have a greater impact on the

organisation at a strategic level. These are the types of benefits that

can be achieved by focussing on embedding strategic HR through a HR operating model

Reference: 4. High-Impact HR: Building Organisational Performance from the Ground Up, 2014

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Deloitte Presentation Final = SIMILAR TO SLIDE 11

Body Level OneBody Level Two

Body Level ThreeBody Level Four

Body Level Five9 An Roinn Caiteachais Phoiblí agus Athchóirithe | Department of Public Expenditure and Reform

Review of HROM Co-design

• 3 Co-design sessions

• Reps from 4 pilots orgs, National Shared Service Office, Public Appointments Service, Civil Service HR Division

• Agreed 28 Future HR service descriptions

• RACI for these services – Responsible, Accountable, Consulted, Informed

• Best practice and model for civil service

• Workshop 13 March

Process name Deloitte best practice HR process description

SeparationManage voluntary and involuntary employee separations, which includes providing counselling, performing exit activities and recording separation data

Process name Deloitte best practice HR process description

Employee Exit

Manage voluntary and involuntary employee exits, including retirements. Provide employee exit support and access to Employee Assistance Services, perform exit activities and record data.

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RACI applied to future HR services definitions to determine which model component (HR lead, CoE, HRBP, HRSS, People Manager, Outside HR) will be responsible, accountable, consulted and informed for each service. These were agreed during the co-design phase with pilots, CSHRD, NSSO and PAS and will be further tested in Phase 2




Future HR Service Catalogue Identifying where HR work will sit in the future model

DPER HR Operating Model As Is and Visioning Lab output 11© 2018 Deloitte Ireland LLP. All rights reserved.

6 recommendations to get to the future HR operating modelRecommendations

To achieve the future state vision of strategic HR in the Civil Service and address the challenges identified in the as-is priority areas, sixrecommendations have been developed. These recommendations encompass the future HR operating model*, which along with the projects todeliver on the People Strategy for the Civil Service (2017 – 2020) and Our Public Service 2020, set the pathway to deliver strategic HR in theCivil Service.

BFormalise HR expertise through four communities of expertisecentrally strengthening the level of expertise in specific HR specialisms toprovide enhanced support from the centre, with local deployment whererequired.

C Differentiate the local HR delivery model reflecting the varying needsof the Departments.

A

Transition to a HR business partnering model introducing dedicatedHR Business Partners and HR Advisors who work closely with businessleaders, people managers and employees to help build organisational andpeople capabilities.

DOptimise and enhance the role of shared and central servicestransferring a percentage of the transactional activity from local HR to theNSSO and PAS, following their engagement and buy-in, enabling local HRto focus on higher value activities.

EInvest in people capability uplift increasing people manager capabilityand professionalising HR through the creation of career paths, andsupporting structures for HR employees.

FInvest in HR enablers consistent HR processes, policies and a modern technology platform will enable data driven decision making and increase the credibility of HR across the Civil Service.

HR EnablersProcess, policy, technology, data, insights, capability

Shared and Central Servicese.g. NSSO, PAS

HR LeadershipLocal HR leadership teams, CHRO leadership team and shared & central services

leadership teams

Governancee.g. CSMB

HR Business Partnering

Local delivery of strategic HR

HR Business Partners

HR Advisors

Communities of Expertise

Research and best practice view and delivery of strategic HR topics

Performance, Career and Talent Management CoE

OneLearning CoE

HR Strategy CoE

Policy CoE

HR Customers

Business Leaders

People Managers

Employees

Other (e.g. applicants, ex-

employees)

1 42 3

12 An Roinn Caiteachais Phoiblí agus Athchóirithe | Department of Public Expenditure and Reform

Programme Roadmap

September 2019

Presenter

Presentation Notes

And this is what the roadmap looks like now. The colour of the project is an indication of the overall Red Amber Green (Or RAG) Status of the project and is based on a number of factors: the milestones met, milestones due but not achieved, issues, risks, change management activities, lessons learned and progress-to-date. The Programme Board makes the overall decision on the RAG stage .

Action 27 Implementation of Future HROM




The Roadmap to Strategic HR –High Level Summary

Proof of Concept

Year 1

Business Case approved

Project scoped

Pilots identified*

Assessment and Design of HRBP and CoE commenced

Assessment and Design of HR processes commenced

Year 2

End to end process review completed**

Capacity in local HRs created*

HRBP and CoE functions implemented*

HCM Strategy Developed**

Year 3

Evaluate COE and HR BP pilots

Further capacity developed

Roll out of HR BP and COE to all departments

Leveraged HRBP designed and issues explored

HCM Project

Year 4

Leveraged HRBP model rolled out

HCM Project




HROM Phase 2 – Proof of Concept

•Three pilot organisations Department of Employment Affairs and Social ProtectionDepartment of Business, Enterprise and InnovationDepartment of Public Expenditure and Reform – CS HR Division

•Four Working Groups – wider collaborationHR Business Partners Working GroupCommunity of Expertise Working GroupProfessionalisation of HR Working GroupPeople Manager Working Group




Phase 2 Detailed Design and Implementation – Consultants Support

Summary of Tender

a) Further detailed design and consultation

• Detailed design HRBP, COE components

• High level process design

• Deeper analysis of “could” and “should”

b) Support implementation in pilots

• Design transition approach to individual roles

• Implement HRBP and COE functions

• Transition to new roles• Record methodology

c) Change management programme

• Develop Change management and comms plan, including readiness assessment

• Implement change programme

• Governance structures




HROM - Metrics

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Rob – not sure how much detail you want. There are 5 pages of detail. Some examples: Join and plan: Quality of hire Time to fill Cost to onboard Develop and engage: Learner Hours Overall Cost Cost per person Engagement Manage the workforce Absence rates ER costs Employee satisfaction Manage HR: Employee self service rates Manager self service rates Budget management

People Strategy Metrics




Baseline Metrics

33 baseline metrics agreed in consultation with HR Community

HR Dashboards being developed for local HR, Community of Expertise (CoE) and People Managers

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Pilot CoE – feedback to date lessons learned from this will be important




Baseline Metrics




Baseline Metrics (contd)

An Roinn Caiteachais Phoiblí agus Athchóirithe | Department of Public Expenditure and Reform

People Strategy Programme Consolidated Benefits

Accountability• Improved culture of accountability for people managers

Capability• Increased capability of the workforce

Engagement• Higher levels of engagement across the Civil Service

Performance• Improved performance across the Civil Service

Information (data)

• Capturing the right data and utilising it in the most effective manner for more effective decision making

people strategy for the civil service 2017 -...

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