Establishment division may 2015

ZAFAR AZIZ OSMANI

MAY, 2015

Interpersonal Relationship in Public Sector Organization

Master in Arts &. Bachelor of Law Human Resources Management Program - Cornell University, USA CEO of Excelerate (Pvt.) Limited Karachi Electric Supply Company - Chief Operating Officer Habib Bank Ltd,. SEVP Head HR & Organization Development Member CBR, Government of Pakistan HR Management Pak Kuwait Investment /Meezan Bank-SEVP Planning, Marketing, IT, and HR American Express- Director HR Pakistan/Regional Director Asia Pacific Exxon Chemical (ENGRO) Finance & Planning Government of Pakistan CSS Officer in Finance Group.

Zafar Aziz OsmaniCEO, Excelerate (Pvt.) Limited

Global HR Excellence Award - Asia Pacific HRM Congress in Mumbai 2006 HR Leadership Award - Times-Ascent group in Mumbai 2008 Life Time Achievement Award - Asia Pacific in Bangalore HR Congress 2012

2

3

Interpersonal skills are skills that connect, communicate and interact with

other people, both individually and in groups.

INTERPERSONAL SKILLS CONCEPT

4

Interpersonal skills

Public Sector Culture Relevance

PUBLIC SECTOR & INTERPERSONAL SKILLS

5

Within Public Sector

• Interdepartmental

• Between Ministries

• Federal/Provincial

With External Public

• Common public

• Political Segment

• Media & Press

PUBLIC SECTOR INTERPERSONAL SKILLS DIMENSIONS

6

Bureaucracy was used a key institution

British provided patronage to landlords, religious and tribal elders

Provided land grants, titles, pensions to ensure political stability

Colonial heritage of PakistanInfluencing the political culture Bureaucratic institutions

PUBLIC SECTOR CULTURAL BACKGROUND

7

INTERPERSONAL SKILLS MANAGEMENTPUBLIC SECTOR CHALLENGES

8

Key Challenging Factors

• Limitations of the political leadership• Management Conflicting Priorities• Politicized bureaucracy • Corruption perceptions• Disregard for rule of law and merit

Interpersonal Skills in Public Sector

9

Input

• Fresh Induction of Officers

System

• Academy • Directorates

of Training• Mid /

Advance Career Trainings

Output

• Class of public service officers with readiness to achieve government goals

PUBLIC SERVICE CULTURE

10

Public Service

Stakeholders

Government of Pakistan

People of Pakistan

Employees in Public Services

PUBLIC SERVICE STAKEHOLDERS

11

Rate

follo

win

g on

sca

le o

f 1-5

(1

Low

5 E

xcel

lent

) –

Cur

rent

and

Des

ired

Perc

eptio

nRespect

Commitment to public cause

Capability to deliver results

Ability to stand political pressures

Quick resolution of public issues

Ability to change

Corruption

PERCEPTION OF PUBLIC SERVICES - A QUICK TWITTER / LINKED IN SURVEY

12

Political Pressures Corruption Sincereity Capability Quick

Service Ability to Change Respect

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5Public Service Perception Gap

CurrentExpectation

13

GAP between Performance Perceptions

and Expectations

From Public Services

INTERPERSONAL SKILLS MANAGEMENT

14

Addressing Public Sector Culture

Alignment with Changing Realities

• People• Government Goals

• Public Service Employees

Focus on External Stakeholders

INTERPERSONAL SKILLS MANAGEMENT – WAY FORWARD

Public Sector Conflict Resolution

16

Public is changing

Perceptions are changing

Expectations are changing

Level of tolerance is changing

Pressures on civil service is changing

GROWING PRESSURES & CONFLICTS – PUBLIC SECTOR

17

People

Outside / External Factors

Public Service

Influencers

Media

CHANGING INFLUENCES IN PUBLIC SERVICES

18

Media creares constructive awareness

Media has little effect

No response

IMPACT OF MEDIA ON AWARENESS

19

EXPANDING NETWORK OF CHANNELS

20

INFLUENCES FROM SOCIAL MEDIA

21

LIVE INFLUENCERS

22

CAMPAIGN AGAINST VIP CULTURE

What is to be done ? How ? Would it be

doable ?

Any learning past experiences within Pakistan?

23

QUESTIONS?

Strong status quo protection

Legacy culture of authority

Vested interest forces – internal & external

Leadership misperception of performance

Inability of open minded to make difference

CONFLICT RESOLUTION CHALLENGES

25

• Non sustainability of new initiatives

• Comfort of survival within the existing framework

• Insecurities of organization capability under new system

• No threat to survival despite indifference and non performance

Belief In Status Quo

THE KEY IMPEDIMENT

• Institutional reforms and turnaround are critical for Pakistan

• There is need for redefining leadership competencies in public sector

• Good governance and commitment to change with a strong reinforcement

Bringing Modern Leadership

Competencies

26

LEADERSHIP FOR CONFLICT RESOLUTION

Critical Success Factors for Future

Realization of reality

Commitment & Resources

Critical mass of leadership

Taking ownership as a mission

Balancing resistance

27

WAY FORWARD

28