Leading Civil Service Transformation The Real HR Challenge Presentation to the Regional Hub of Civil...

Leading Civil Service Transformation

The Real HR Challenge

Presentation to the Regional Hub of Civil Service Seminar

Astana, KazakhstanOctober 2013

Public Service Transformation in Ireland

• Transforming for 20 years

• Success on many fronts• OECD Report in 2008 was very positive about

the good progress being made by many organisations

OECD Report

• Critical of the rapid growth in the number of agencies

• Highlighted lack of progress in addressing cross-cutting issues and achieving a more integrated approach to delivery

OECD comments on Leadership

• Senior managers not using “persuasion” or “enthusiasm” as a management tool

• Need for “leadership that connects at the level of the organisation”

• Need to move from measuring performance to motivating performance

Economic Crisis put spotlight on...

• The size of the Public Service pay bill

• The growth in Public Service numbers

• Overall ineffectiveness of key Ministries in handling the economic downturn

• Ministers, media and citizens became very critical of the Public Service

New Government - New Impetus

• New Cabinet Committee on Public Service Reform chaired by the Prime Minister and supported by an Advisory Group of Secretaries General

• New Ministry of Public Expenditure & Reform, incorporating The Reform & Delivery Office

Focus on reducing the numbers

• Early Retirement Scheme

• Career breaks

• Moratorium on recruitment

• Employment Control Frameworks

• Redeployment

But making the services leaner does not mean fit for purpose

PEOPLE ARE OUR ONLY (AND GREATEST) ASSET

• People are the stock in trade

• Losing staff = a loss of experience, skills and knowledge

So how we engage, empower and enthuse people at organisation level will determine the pace, depth and ultimately the degree to which the execution of the transformation agenda will be successful

Key issues for people

• Motivation• Engagement• Learning & Development• Sense of Meaning & Purpose• Pride and sense of achievement

In terms of HR, for managers and staff ... this is what really matters

Enhancing capabilities by design

• Provide management development• Develop competencies at all levels• Open recruitment at all levels • Encourage employee engagement and

involvement• Develop a performance culture • Develop feedback skills for managers

Leadership

Leadership• It is about the people who choose to be led by

you and to work with you

• The higher you advance in the structure the more important your behavioural skills become

• The HR and performance challenges begin at the top

Role & Responsibility of those leading transformation

• Provide a perspective on the future• Create meaning and purpose• Provide clarity of task• Taking an interest in the learning and

development of others• Motivating high performance• Being the purveyor of culture

Impact on others

• Step up is a challenge• Leaders carry an enormous responsibility• To your staff you are the organisation• Do you make meanings for people• Do you understand your impact on others

Are you a good role model for others?

A Model for the future shape

Hard Metrics Soft Enablers- HR

-Corporate Priorities - Right culture-Information systems - People-Business planning - Teamwork-Performance mgmt. - Engagement-Incentives - Leadership(adapted HBR, 2010)

Unlocking the potential

In the challenges we are now facing in building a more effective, integrated, client centred and outcome focused Public Service we need to excel in each of the “soft enablers” as these hold the key to long term success.

Making a difference through building a new leadership

• Established the Senior Public Service• Mobility across sectors• Experiential learning portfolio• Coaching & mentoring• Value personal growth & growth in others• Developing self awareness

New Competency model for Senior Leaders

• Exemplifies Public Service values• Strategic Thinking• Leads People• Collaborates and communicates with

conviction• High Performance & Delivery of results• Drive & resilience• Specialist expertise and self development

Top Level Appointments Committee

• New Committee chaired by outsider and having majority of members from the private sector

• Select people for the Secretary General and Assistant Secretary General positions

• Open competitive recruitment, supported by executive search, aimed at attracting high calibre candidates.

Thank you

Bryan AndrewsBA & Associates

E: bjjandrews@gmail.comT: +353 87 634 9014