SERVICII DE ASISTENȚĂ PENTRU “DEZVOLTAREA UNUI SISTEM DE MANAGEMENT UNITAR AL RESURSELOR UMANE DIN ADMINISTRAȚIA PUBLICĂ” COD SIPOCA 136 DISPA MEETING Competency frameworks in European public administrations and the challenges of the implementation 16 May 2019 Timișoara, Romania
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SERVICII DE ASISTENȚĂ PENTRU
“DEZVOLTAREA UNUI SISTEM DE MANAGEMENT UNITAR AL RESURSELOR UMANE
DIN ADMINISTRAȚIA PUBLICĂ”
COD SIPOCA 136
DISPA MEETING
Competency frameworks in European public
administrations and the challenges of the
implementation
16 May 2019
Timișoara, Romania
Competența face diferența!
Proiect selectat în cadrul Programului Operațional Capacitate Administrativă cofinanțat de Uniunea Europeană, din Fondul Social European
CONTENT OF THE PRESENTATION
1. Why the assessment of the competency frameworks in the European
public administrations?
2. What have we analyzed?
3. The main findings
4. The lessons learned
Competența face diferența!
Proiect selectat în cadrul Programului Operațional Capacitate Administrativă cofinanțat de Uniunea Europeană, din Fondul Social European
THE OBJECTIVES OF THE ANALYSES
1. Why the assessment of the competency frameworks in
the European public administrations?
Competența face diferența!
Proiect selectat în cadrul Programului Operațional Capacitate Administrativă cofinanțat de Uniunea Europeană, din Fondul Social European
HRM PROJECT Overview
RAS Objective: Support in implementation of the National Strategy to Strengthen the Public
Administration, focusing on the human resource management (HRM) regulatory framework,
consolidating HRM practices, and clarifying HRM roles and responsibilities.
Components
1. Public Policy 2. HRM Guidelines
and procedures
3. Competency
framework
4. Recruitment
system
5. Performance
management
system
➢ Baseline Diagnosis
of legal and
institutional
framework
➢ Recommended
options for HRM in
Romania
➢ Consultation
workshops
➢ Study on data
requirements
➢ HRM procedural
manual
(Operationalization
of the HR Council)
➢ Methodology for
monitoring the new
pay law
➢ Standard job
descriptions
➢ Competency
framework for
clusters of jobs
➢ Model for a
nationwide
competition
➢ IT design and
integration
requirements
➢ Recommendations
for a new model
➢ Procedures and
guidelines on the
new performance
management
system and tools
Competența face diferența!
Proiect selectat în cadrul Programului Operațional Capacitate Administrativă cofinanțat de Uniunea Europeană, din Fondul Social European
Where are we now?
High rate of unocupied positions
Frequent reorganizations
Competitive salaries–
depends on institution and job position
High rate of temporary
appointments
Inverted pyramid of seniority at execution
level
High rate of stability –
depends on institutions
Attractivity
Retention
Motivation
20% managerial
positions
68% high level
civil servants
+70% highest
professional
grade
Ca. 5-6% in/outs per
year
60% entry
level/junior
17%
61% central
institutions
Use
Challenges of HRM– civil service
Fragmentation of
HRM
Competența face diferența!
Proiect selectat în cadrul Programului Operațional Capacitate Administrativă cofinanțat de Uniunea Europeană, din Fondul Social European
Ce putem face?
How do we know that
we progress?
Tracking and
analyzing key
indicators
• Consolidating
administrative data
• Surveys applied to the
employees
How do we make
sure we're
progressing?
Institutional
Leadership • HR Council + SGG +
NACS
What we do to
progress?• What priority
reforms?target group?
• How we better
integrate the HRM
functions?
Existing Strategies
& legal framework
• National competition,
competency framework,
data bases;
• Strategic HR analysis and
planning;
• Career, performance and
professional development;
• Consolidating the strategic
role of HR departments
1. HRM
Vision
2. HRM
processes
3. HRM
leadership
Main recommendations
Competența face diferența!
Proiect selectat în cadrul Programului Operațional Capacitate Administrativă cofinanțat de Uniunea Europeană, din Fondul Social European
Accu
rate
an
d c
om
pre
he
nsiv
e d
ata
Strategic and transparent career
management that leaves room for
growth
Equitable and transparent
remuneration policy
Training adapted to organizational and
individual needs
Transparent and meritocratic
recruitment
Strategic HR analysis and planning
Modern approach to performance
management C
om
pe
ten
cy fra
me
wo
rk
Unitary and strategic HRM system
Attract, deploy,
retain, and motivate
the right people
with the right skills
to do right job to
deliver high-quality
public goods and
services
Results of high-
performing HRM system
(“Vision”)
Competența face diferența!
Proiect selectat în cadrul Programului Operațional Capacitate Administrativă cofinanțat de Uniunea Europeană, din Fondul Social European
THE SCOPE OF THE ASSESMENT
2. What have we analyzed?
STRUCTURE
✓ General characterization of
competency frameworks;
✓ System management,
responsibilities and actors
✓ HR processes’ integration
✓ Main findings and lessons learned
✓ Country case-studies
❑ European Level:
• Austria, Belgium, Bulgaria, Croatia,
Estonia, Finland, France, Germany,
Greece, Ireland, Italy, Latvia,
Luxemburg, Lithuania, Malta, The
Netherlands, Portugal, Romania,
Slovakia, Slovenia, Spain, Sweden,
United Kingdoms
❑ Other OECD countries’ level:
• Australia, Canada, South Korea,
SUA
❑ International organizations' level:
• OECD, World BANK, European
Commission
WE LOOKED AT: WHERE?
THE MAIN FINDINGS
3. What have we identified?
THE TARGET GROUPS
Use of competency frameworks in OECD countries
One common
framework
Each ministry/agency
develops a framework
under central guidelines
Total
Senior managers 23 6 29
Civil servants 17 4 21
Specific functions 13 5 18
All public
employees
10 4 14
Adapted from OECD (2017)
GENERAL CHARACTERISTICS IN DESIGN AND DEVELOPMENT OF
COMPETENCY FRAMEWORKS
1. Competency frameworks – firstly for senior level management;
2. Two approaches in the structure of the competency framework
a. Specific competency framework for each professional grade Ireland, Australia,
Canada, South
Korea or Estonia
b. One common generic competency framework
b.1
.
each competency has different behavioral
descriptors/indicators for each grade
United Kingdoms
b.2
.
competencies are selectively applied to each grade Belgium
b.3
.
one common framework used in combination with a job
classification guide to establish specific job profiles
Netherlands
c. one single framework provides specific competencies
detailed for each reference job (no distinction between
professional grades)
France
GENERAL CHARACTERISTICS OF THE TYPOLOGIES OF
COMPETNECIES
1. Generic competencies transversal to an organization, sector or the
whole civil service;
related to public service values and ethics,
professional behaviors and personal
attitudes;
specific competencies relate to specific job families;
related to the functional content of a job
family
(French case vs other cases assessed)
2. knowledge theoretical understanding of a subject area
know-how ability to put knowledge to practice
behavior attitudinal and relational traits used in the
work environment
GENERAL CHARACTERISTICS OF THE TYPOLOGIES OF COMPETNECIES
most used competencies in competency frameworks
▪ Values and ethics
▪ Leadership
▪ Results achievement
▪ Strategic thinking
▪ Communication
▪ Team work
▪ Problem solving
▪ Professionalism
▪ Interpersonal relationships
OECD (2017)
▪ Efficiency
▪ Self development and learning
▪ Judgement
▪ Initiative
▪ Coordination
▪ Vision
▪ Customer and client orientation
▪ Adaptability and flexibility
SYSTEM MANAGEMENT, RESPONSIBILITIES AND ACTORS
Institutions in charge of common competency framework management
Country Institution (Hierarchical supervision)
Australia Australian Public Service Commission (Prime Minister)
Belgium Federal Public Service Policy and Support (Minister for the Budget and for Civil
Service Affairs)
Canada Privy Council Office (Prime Minister)
France Directorate General for Administration and the Public Service (Ministry of Public
Action and Accounts)
Ireland Recruitment - Public Appointments Service (Commission for Public Service
Appointments)
Performance management - Department (Ministry) of Public Expenditure and
Reform
Lithuania Civil Service Department (Ministry of the Interior)
The
Netherlands
Department for Organizational and Human Resources Policy (Directorate General
for Public Administration, Ministry of the Interior and Kingdom Relations)