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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.
