Mgt Admin for Public Sector

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MANAGEMENT AND

ADMINISTRATIVE STRATEGIES FOR

ACHIEVING PUBLIC SECTOROBJECTIVES

BYTOSIN OREKOYA, (fnimn)


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WHAT DOWEWANT TO DO DURING THIS SESSION

REVIEW PUBLIC SECTOR OBSERVEDCHALLENGES

SUGGESTIONS FOR IMPROVEMENT

SUGGESTIONS FOR ACHIEVING PAINLESS

PERFORMANCE MANAGEMENT

COMPETENCY MANAGEMENT APPROACHES AS

KEY STRATEGY FOR ACHIEVING OBJECTIVES


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WHAT ARE (some of)THE CHALLENGES?

Institutional Capacity Declining Public Service Ethics

Declining Social Values

Declining Civil Service Morale Fears of being measured, and increased possibility of loss

of jobs;

Fears that staff do not have the necessary skills;

Increased paper work and workload; and Health and safety concerns.

Corruption

Access to ICT

ETC


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Some suggestions: Developing a reasonable level of agreement on mission, goals and

strategies for achieving the goals

Implementing performance measurement systems of sufficient

quality to document performance and support decision-making

Using performance information as a basis for decision- making at

various organizational levels

Performance-Oriented Civil Service

Customer-Driven Government

Policy Management - is the process of policy initiation, analysis,

formulation, approval, implementation, and monitoring and

evaluation (M&E) in the public sector

Stakeholder involvement plus their full involvement in policy

initiation, analysis and formulation

Adequate Resource Utilization this includes Human Resource

Capacity Building


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Training and Human Resource Capacity Building

TYPICAL OBJECTIVES ARE

Equip managers with the necessary skills to

handle new responsibilities;

Develop skills for customer oriented civil service;

Improve the standards of service delivery; and

Adapt to new technologies and new working

techniques, methods and process.


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REQUIREMENTS FOR EFFECTIVE CAPACITY BUILDING

Fourth Pan African Conference of Public Service Ministers of Public Service,

2003 SUGGESTED: Adequate budgetary allocations to capacity building efforts:

The general recommendation is to earmark 20 per cent

of personnel costs for staff training. e Nigerian National Capacity

Assessment Report (2000), for instance, indicates that all senior staff are

expected to take a course at least once every two years. Adequate funding of training/educational institutions:

Institutional relations between public sector training institutions:

Public-Private Sector Partnership: Forming partnerships between the private

and public sector.

Political will and support: Political will and support is essential for the

implementation of all the dimensions of the reforms.

Stakeholder consultations/Ownership: e private sector, civil society and the

donor community are three of the public sectors major development partners


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COMPETENCY MANAGEMENT Competency approaches were expected to help identify the

skills, knowledge, behaviours and capabilities needed to meet

current and future personal selection needs, in alignment with

variations in strategies and organizational priorities and to focus

the individual and group development plans to eliminate the gap

between the competencies requested by a project, job role, orenterprise strategy and those available (Draganadis and

Mentzas, 2006).

Richard Boyatzis adopted the term competency and described

it as an underlying characteristic of an individual that is causally

related to effective or superior performance in a job.

THE CORE OF THE STRATEGY TO BETTER PERFORMANCE WOULD

BE THE DEVELOPMENT OF COMPETENT MANAGERS TO DRIVE

THE SERVICE


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DETERMINING COMPETENCY LEVELS

WE NEED TO DEVELOP COMPETENCY LEVELS FOR ALLPOSITIONS IN THE PUBLIC SECTOR Identify the levels of

skills required for each level

For example, for a Sales Manager

SKILL EXPECTED LEVEL Knowledge of Business ethics Intermediate

Knowledge of local physician market Advanced

Selling Skills Advanced

Communication Skills Basic

Group Presentation Skills Intermediate

Leadership Skills Intermediate

Negotiations Skills Expert


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COMPETENCY LEVELS Technical competency:

These are specific knowledge and skills needed to be able to

perform ones job effectively. They are job specific and relate to

success in a given job or job family, and also focus on job. They are

specific to a given function. Example, knowledge of accounting

principles, knowledge of human resource law and practice relate toAccounting and Administration Positions.

Behavioural competency:

Known also as Generic competency, these refer to behavioural,

knowledge, skills, attitudes, abilities, and other characteristics thatcontribute to individual success in the organization. They apply to

all jobs and focus on the person. Examples include teamwork,

cooperation and communication


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EXPECTED RESULTS Performance management: Competencies help provide the level of

knowledge, the skills, and the types of behaviours expected from the employeewho fills each position.

Career development: As employees map out their future goals and desired

positions, they can view the specific competencies required to achieve them.

Succession planning: Managers who seek candidates for succession of a

position can compare the competencies requirements of that position, andseek candidates who meet those requirements.

Learning management: To improve competencies and to meet performance,

career development, or succession goals, employees engage in learning

activities that are tied to those competencies.

Compensation management: Helps managers perform compensation planning

for their organization. Many times, bonuses and merit increases are tied

directly to individual competency ratings. This may be difficult in an inflexible

public sector environment.

Workforce acquisition: Competencies set the right expectations for each

position, and ensure that job descriptions result in more effective and

successful recruiting efforts.


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ADDITIONAL BENEFITS Smooth the transition of retirees by grooming their

successors in advance, based on the competency

requirements of the position.

Motivate and reward employees by giving them the tools

to model their career goals toward the talent needs of the

organization.

Meet performance targets and support career goals by

providing learning and development opportunities that are

directly tied to improving needed competencies.

Capitalize on existing talent before recruiting, using up-to-

date competency profiles on existing employees.

Improve overall stability by lengthening employing tenure.


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DEVELOPING A CM STYLE

Steps in the Competency Modeling Process are:

Define your competencies.

Assign competencies to positions.

Assess individuals according to their competencies.

Analyze gaps between individuals (Required and

Actual competency levels).

Remediate through learning activities.

Track progress.

Refine the process.


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BEST PRACTICES OF COMPETENCY MANAGEMENT

Ensuring your staff have the proper skills and competencies to

consistently perform the tasks required of them is sometimes adaunting challenge.

Managing and tracking individual skills levels in a regulated

environment (like the public sector) is a continuous process. It

requires the following steps:

Integrate competencies into training and development programmes.

Reengineer performance management processes with competencies

that account for the highest performance variance.

Determine the return-on-investment or economic value of

competency initiatives.

Assess and build team competencies.


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BEST PRACTICES OF COMPETENCY MANAGEMENT

Implement competency-based organizational

transformation and change strategies. Assess and develop leadership competencies.

Recruit and select top performers.

Implement succession planning and executivedevelopment processes.

Strengthen functional or technical competencies.

Link individual or team-based competencies with core

competencies and strategic intent.

Design and implement a comprehensive competency-

based system architecture and process.


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CONCLUSION

PART OF ABOVE MATERIALS CAME FROM ANIGERIAN WHO LIKE MANY OF US LOOKED UP

TO THE CIVIL SERVICE FOR MANAGING SOME

OF THE OBSERVED GOVERNMENT FAILURES.

BUT THE CIVIL SERVICE ITSELF WAS BLEEDING

OF LOW CAPACITY AND WASTE

THE ABOVE ARE SUGGESTIONS THAT CAN BE

USED AS PLATFORM FOR WORKSHOPS ETCFOR SHARPENING THE CURRENT STRATEGIES.

TOSIN OREKOYA -AUGUST 2011


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REFERENCES

Richard Neale, Public Sector Marketing Manager for Business

Objects at [email protected].

Charter for the Public Service in Africa, Third Pan-African

Conference of the Ministers of Civil Service (2001) Bryan Shane, Patricia Lafferty, Major Project Measurement-An

Excellence Driven Approach Optimum, Online, The Journal of

Public Sector Management, Volume 35, Issue 1 , March 2005.

Ukertor Gabriel Moti (Ph.D), University of Abuja; Talents and

competency management strategy for public sector

performance: instruments and methods

Documents

Mgt Admin for Public Sector