EPAN - Workshop
eGovernment : People and Skills
Introduction – Luxembourg Presidency
NL – Maastricht, 24 June 2005
Agenda
Government : People and Skills
▶ MTP 2004 - 2005
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•
Luxembourg Presidency (2005/1)
UK Presidency (2005/2)
▶ MTP 2006 – 2007
Government : 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 WG
2. 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 WG
2. 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 strategies
to support
organizational changes
HR : “Strategy”
HR Strategy
▶ HR Strategy focuses on how
to efficiently and effectively
deliver HR services to an
institution/enterprise through
•
•
•
•
Organisation
People
Organisation
People
Processes
Technology
Processes
Systems
Main HR strategies
Favouring mobility of civil servants
63%
Enhancing flexibility of civil servants
58%
Improving w ork quality
54%
Leadership development
50%
Change in HR (HRIS) technology
50%
Implementation of tools and w orking teams for improving information accessibility
50%
Improving internal communication
46%
Restructuring of the HR role
42%
Reform of the remuneration system
42%
Reform of the main HR processes
42%
Progressive implementation of an appraisal system
42%
Implementing proven HR procedures for a top-of-the-line recruitment
42%
Reducing headcount (people w ho retire w ill not be replaced)
38%
Introducing competency management
38%
Introducing actions to support the changes in values
38%
Reducing labour costs
33%
Demographical change of the population structure (many people w ill retire around 2010)
33%
Pension reform
25%
Introducing concrete measures related to sustainable development
Reducing the number of HR projects
21%
0%
0%
10%
20%
30%
40%
“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.”
50%
60%
70%
Government strategies
2003
2004
2005
Type of change
Strategy
Economic
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 / Innovation
Integration and use of information technologies
Trend
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-+
“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 ...”
Leadership development
Leadership training
71%
People skills training
67%
Performance appraisal feedback
54%
On-the-job training
46%
One-to-one coaching*
29%
Self-based training (e-learning)
25%
360° feedback*
25%
Feedback from colleagues
17%
There is no leadership development
programme
17%
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
“…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.
HR development
CHANGE
Strategic Partner
Human
Resources
Solutions expert
Service provider
•
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
▶ All roles are important
▶ A strategic role means the “basics must be right”
Luxembourg Presidency
▶ DSIPA :
Development and promotion
of a communication network
between national schools and
institutes of public administration
Organizing and supporting
collaborative 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 activities
3. 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 servants
Improvement 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
Regulation
HRM
Quality
Innovation
Security
Leadership
ICT
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
Foresight
Foresight methodology by job experts
workgroup
Objective: anticipate the evolution of
ICT skills of jobs
ICT
skills
reference frame
www.innosertion.lu
Innosertion platform
Self-assessment
Individual assessment of the
ICT skills level per job with
automatic training proposal
Training
Recommendations for new training courses or new
training content