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EPAN - Workshop eGovernment : People and Skills Introduction – Luxembourg Presidency NL – Maastricht, 24 June 2005.

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Presentation on theme: "EPAN - Workshop eGovernment : People and Skills Introduction – Luxembourg Presidency NL – Maastricht, 24 June 2005."— Presentation transcript:

1 EPAN - Workshop eGovernment : People and Skills Introduction – Luxembourg Presidency NL – Maastricht, 24 June 2005

2 Agenda Government : People and Skills MTP Luxembourg Presidency (2005/1) UK Presidency (2005/2) MTP 2006 – 2007 Government : People and Skills

3 MTP Luxembourg Presidency (2005/1) UK Presidency (2005/2) MTP

4 MTP Rome, 1 December 2003 Human Resources WG 2. Human Resources Management strategies to support organisational changes … best practices … with a strong focus on solutions that have been shown capable of enhancing the skills present in the organisation at the individual and collective level. … eGovernment WG 2. Organisational changes, skills and the role of leadership required by eGovernment … the eGovernment skills required for managers and clerical workers will be appraised.

5 Luxembourg Presidency Directors General : The flexibilisation of the employment status of civil servants : from life tenure to more flexible employment relations ?

6 DG : Flexibilisation High level of job security belongs to those classical elements of the civil service, which have been modified the least during the reform processes Job security is still among the most motivational factors of public employment Life tenure is not absolutely resistant towards bad performance / economic restructering The most striking trend as regards non-statutory servants : the increase of fixed-term staff

7 Luxembourg Presidency Directors General : Are civil servants different because they are civil servants ?

8 DG : Difference Civil servants are not different because they are civil servants. However, people who want to work for the public services have some different motivational characteristics than private sector employees Differences between the values of publics employees vs. private employees are becoming less (e.g. importance of citizen/customer orientation), but the new mix of values create new dilemnas (e.g. confidentiality vs. openness; hierarchy vs. citizen orientation) The people are not the problem but the structures (Al Gore)

9 Luxembourg Presidency Human Resources Working Group : Human Resources management strategies to support organizational changes

10 HR Strategy focuses on how to efficiently and effectively deliver HR services to an institution/enterprise through Organisation People Processes Technology HR Strategy HR : Strategy

11 On the top of the HR agenda, there is an emphasis on people issues, that is favoring mobility, flexibility and efficiency of civil servants… it is the skills, behaviors and values of staff that are principal in an organizations success. Main HR strategies

12 Government strategies According to the results of the survey, HR strategies are generally aligned with the governmental strategies, supporting thus the organizational changes HR strategy may be seen not only as an efficient support to organizational changes, but it is not yet a generator of changes...

13 Leadership development …leadership development is a top HR strategy. In recent years, many governments have positioned leadership development as a high priority. Personal and leadership development programs enhance the individual potential of civil servants in order to help them better respond to the professional situation and consequently to deliver high quality services to the citizen.

14 Service provider Solutions expert Strategic Partner Human Resources Human resources are the key to the success of change and they help enhance productivity in the public sector HR provide advice in critical situations which could have an impact on objectives Act to bring solutions to the Management in terms of HR Help to resolve complex specific problems Service provider on: Strategic issues Consulting issues Administrative issues CHANGE All roles are important A strategic role means the basics must be right HR development

15 Luxembourg Presidency DSIPA : Development and promotion of a communication network between national schools and institutes of public administration Organizing and supporting collaborative work

16 Luxembourg Presidency eGovernment Working Group : Organisational changes, skills and the role of leadership required by eGovernment

17 UK Presidency DGs Resolutions NL - Maastricht, November 2004 LU - Mondorf-les-Bains, 9-10 June 2005 (

18 UK Presidency eGovernment Working Group : e-Skills Public sector and Private sector Professionalisation / Career path Skills frameworks Mini-conference : 27 October 2005 Ministerial eGovernment Conference Transforming Public Services November 2005

19 MTP Mondorf-les-Bains, 8 June 2005 EPAN Priorities (EPAN <> International institutions) improvement of the coordination among the working groups promotion of common projects avoidance of duplication creation of synergies Lisbon cross-cutting activities 3. Efficiency of public administration ICT licence for administrative staff (HR WG and DSIPA) Professionalization of ICT staff (eGov WG and DSIPA)

20 MTP Human Resources WG 1. Strategic Human Resource Management To identify which key competencies/skills are needed in the public administration of tomorrow … 2. Leadership Development and Succession Planning … comparing different concepts … and... exchanging good practices … competency and skills development Training of civil servants Improvement in the knowledge, skills and competencies …

21 MTP eGovernment WG 2. Organisational changes, skills and the role of leadership required to achieve the benefits that effective use of ICT can bring To continue the discussion on the acquisition of the relevant skills and competencies as well as on the implications of eGovernment on recruitment, training, functions and professional development of civil servants.

22 MTP HRMICT Regulation Leadership Quality Innovation Security

23 eGovernment : People and Skills eGovernment (Commission of the European Communities ) Use of ICT in public administrations combined with organisational change and new skills in order to improve public services and democratic processes and strengthen support to public policies

24 Luxembourg Innosertion platform Training Recommendations for new training courses or new training content Self-assessment Individual assessment of the ICT skills level per job with automatic training proposal Foresight Foresight methodology by job experts workgroup Objective: anticipate the evolution of ICT skills of jobs ICT skills reference frame

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