1. Pool & Talent Management for Senior and Executive Civil Servants
France
David Corbé-Chalon
15 May 2017
In-depth presentation

2. Key Characteristics & Figures: Civil Service in France
A career-based system based on competitive recruitment
3 branches: State, Local and Hospital
5.4 million agents, including military, police, teachers, nurses
70 % are established civil servants
62 % are women
Career system :
Nomination into a grade of the civil service is for life – Nomination into a position/job is revocable
Confirmation into a grade after nomination into a corps as trainee, following – most of the time – a training period in a public service school
Possibility to move to a higher grade or even corps/category by way of examination or of choice of one’s hierarchy
3 hierarchical categories: A, B & C

3. Senior and Executive Civil Servants: Key Figures, Pool & Positions
Key figures of all SCSs:
Around agents i.e. 2.3 % of the civil service
40 % of women Average age : 48.1 y.o.
Average remuneration : from euros (State) to euros (Local)
SCSs are clustered into “corps”
E.g.: State/ Audit Court/ Foreign Affairs Councilors; General Inspectors; Civil/ Finances/ Statistics Administrators; Environment/ Economics Engineers; etc.
SCSs are deemed to be appointed to superior positions
D1 Superior Positions at Government’s discretion e.g. secretary general, central administration director, prefect, ambassador
D2 Superior management and expertise positions e.g. head of department, sub-director, high-level expert…
But also Direction of State territorial administration
All SCSs
State SCSs
Pool: SCSs (A+ corps)
« Corps »: Many SCSs are nominated after ENA
Target: State Superior positions = around positions total (moving progressively to that target)
D1 Positions are nominated in Council of Ministers on a discretionary basis: no time limit, no need to belong to the civil service
D2 Positions are « Functional positions »:
Distinction between grade and position
Functional positions are for a limited period of time and revokable
Generally limited to 3 years: 1 year for the 1st appointment to each type of position, renewable for 2 years and then 3 years

4. State SCSs Pool & Talent Management: Context & Background
New challenges for public administrations:
Increasing pace, complexity, digitalization …
Need for promotion of initiative and risk-taking
Especially for SCSs, key actors of change management
Need for:
Stronger SCSs profiles : diverse, skilled, professional
Support to SCSs in building their professional paths
A more efficient & transversal HRM dedicated to SCSs
New Pool & Talent Management policy since 2010, renovated in 2015, as part of HRM professionalization

5. State SCSs Pool & Talent Management: Context & Background
Aims of the Pool & Talent Management policy
Facilitate talent detection: help public administrations choosing strategical positions nominees through pools of high potentials
De-compartmentalize pools: improve the openness of professional paths and the diversity of profiles with inter-ministerial experiences
Professionalize nominations: make nominees the right persons at the right place so as to efficiently conduct change management
Strengthen managerial culture and practices: help consolidate and develop culture & practices through specific training programs

6. State SCSs Pool & Talent Management: Focusing on D1 and D2 Positions
As defined by the OECD (Govt at a Glance, 2013, annex D) :
Top managers positions :
D1 Managers: top public servants just below the ministrer or Secretary of State/ junior minister. They can be a member of the senior civil service and/or appointed by the government or head of government. They advise government on policy matters, oversee the interpretation and implementation of government policies and, in some countries, have executive powers. D1 managers may be entitled to attend some Cabinet.Council of ministers meetings, but they are not part of the Cabinet/Council of ministers. They provide overall direction and management to the ministry/Secretary of State or a particular administrative area. In countries with a system of autonomous agencies, decentralized powers, flatter organisations and empowered managers. The precise job title can differ accross countries.
D2 Managers: just below D1 managers. They formulate and review the policies and plan, direct, co-ordinate and evaluate the overall activities of the ministry or special directorate/unit with the support of other managers. They may be part of the senior civil service. They provide guidance in the co-ordination and management of the programme of work and leadership to professional teams in different policy areas. They determine the objectives, strategies, and programmes for the particular administrative unit/department under their supervision.
Middle managers positions (have managerial responsibilities for at least 3 staff)
D3 Managers: just below D2 managers. They plan, direct and co-ordinate the general functioning of a specific directorate/administrative unit within the ministry with the support of other managers usually within the guidelines established by a board of directors or a governing body. They provide leadership and management to teams of professionals within their particular areas. These officials develop and manage the work programme and staff of units, divisions or policy areas. They establish and manage budgets, control expenditure and ensure the efficient use of resources. They monitor and evalute performance of the different professional teams.
D4 Managers: just below D3 managers. They formulate and administer policiy advice, and strategic and financial planning. They establish and direct operational and administrative procedures, and provide advice to senior managers. They control selection, training and performance of staff; prepare budgets and oversee financial operations, control expenditure and ensure the efficient use of resources. They provide leadership to specific professional teams within a unit.

7. Focus #1: D1 Positions Pool & Talent Management
Promotion of a more professional and ambitious management of State D1 Managers since 2010
Guidelines following a three-fold objective:
Build and manage the pool of future State D1 Managers
Identify, train and support high potentials
Define and identify desired profiles for upcoming appointments
Elaboration of job descriptions & Standardization of the nomination process
Follow-up and backing of careers
New professional evaluation procedure
Dedicated support through e.g. training programs
PM Circular of 10 February 2010 on State executive managers: instructions to all ministers
Follow-up and backing :
Evaluation procedure : more objective, allowing for peer-to-peer comparison
Dedicated support : training program,s professional networks, individual advice tools

8. Focus #1: D1 Positions Pool & Talent Management
Dedicated administrative organization
Central role of the Secretary-General to the Government
Creation and reinforcement of the “Executive Managers Mission“
Primary responsibility for detecting and training future D1 Managers
Positioned as Deputy Secretary General to the Government
Renewed relationship with other actors :
Directorate-General for Public Administration and Civil Service
Ecole Nationale d’Administration – ENA
Secretary-General for Public Administration Modernization – SGMAP
Network of Secretary-Generals of Ministries and Ministerial HR Directors
SGG: In charge of inter-ministerial coordination and preparing the Council of Ministers
Executive Managers Mission:
created in 2012 (before, there was only a cell)
renovated in 2015 to become more professional and selective

9. Focus #1: D1 Positions Pool & Talent Management
Tools backing this comprehensive policy
1st step: Detection
Annual Senior Management Review
Pool Management Assessment procedure
2nd step: Training
Inter-ministerial Cycle for State Management
3rd step: Nomination process
Hearing committees
Standardization of proposals to the Council of Ministers

10. Focus #1: D1 Positions Pool & Talent Management
Detection: Annual senior management review
Review conducted by each ministry
Common Referential of Managerial Skills: a harmonized process
Current members of the inter-ministerial pool get specific attention
Supported by broader HR tools
Ministerial Managerial Plans: Strategic orientations & Action Plan
Linked to inter-ministerial priorities
Dealing with attractiveness, identification and retention of high potentials and talents = motivating professional paths
Several other instruments: review of all managers, professional networks, helping guides and training
Senior management review:
Referential built by the Executive Managers Mission
Ministerial Managerial plans:
Link to inter-ministerial priorities:
PM Circular of 10 June 2015 on Managers Management in the State civil service
2017 Interministerial HR Strategy
Address recruitment, ongoing training, evaluation, career counsel, mobility support, forward planning, managerial culture promotion (new managerial practices key to conduct of change), work-life quality & feminization of SCSs positions
Other instruments:
prevention and remediation of difficulties encountered by managers

11. Situation skills Action skills Relation skills
Strategic Vision
Openness
Innovation
Action skills
4. Steer
5. Adapt
6. Conduct change
Relation skills
7. Listen
8. Communicate
9. Develop skills
10. Emotional control
Referential: a result of close work between EMM and ministries

12. Focus #1: D1 Positions Pool & Talent Management
Detection: Assessment procedure
Filter between ministries and the inter-ministerial pool
Make the selection procedure more objective
Give a clear and shared vision of potentials
How it works:
Assessment conducted by an external partner
On the basis of the Referential of Managerial Skills
Completed by interviews led by the Executive Managers Mission
Confidential restitution of the assessment afterwards
Purpose of the assessment procedure:
Allows for a better understanding of the potential to manage regarding the motivations of candidates proposed by ministries
Give members of the pool real career perspectives and adequate support regarding offered positions
Strenghtens the upstream selection made by ministries
Methodology based on a number of diversified sequences:
Personality test
Roleplay
Individual interview
Autoevaluation
Restitution of strengths and points to develop
Results: less than 10% of the proposed candidated were refused after the assessment in 2016

13. Focus #1: D1 Positions Pool & Talent Management
Detection: Pool Management
Pool dedicated to appointments to about 200 D1 positions
Pool management renovated in 2015:
Accrued transparency
Improved selection process
Reduced volume of members to 500
Gender equality goals
Limited duration of membership  personalized career advice
 Objective : that only 25 % of positions at Government’s discretion be filled by nominations from outside the pool
Appointments:
made by the Council of Ministers: not bound by the pool procedure
Pool members profiles are available to nomination autorities (dedicated information system SICD)
2015 reform:
Accrued transparency:
Members informed of their selection
Members willing to be selected
Improved selection process:
Members having fair chances to reach top management positions
Volume of members reduced from 650 to 500
Each year a little less than 100 members (after 4 or 5 years) are invited to leave the pool + those who step off receive personalized advice
As of december 2016, the pool comprised 500 members, among which 35% women

14. Focus #1: D1 Positions Pool & Talent Management
Training: Inter-ministerial Cycle for State Management
Designed to help members of the pool develop their managerial abilities and leadership skills in the short term
Mandatory for all new pool members
How it works:
7 days over 8 months
Including a detailed management skills assessment
5 modules: a mix of collective & individual training/coaching
Aside, tailor-made training actions common with actual D1 Managers:
e.g. public speaking, mediatraining, leadership, tough negotiation, coaching and peer-to-peer exchanges
Specific program designed for women
ICSM (CIME):
Elaborated on the basis of a inter-ministerial working group to determine the needs of top managers and to conceive a specific training program
Launched in 2012 and conducted, since then, by ENA under supervision of SGG & DGAFP
Duration of ICSM:
1 or 2 days each month
1 opening day and 1 closing day with the group as a whole
5 days of modules where participants are divided into small groups
Themes of the 5 modules:
1. Becoming a director
2. Managing efficiency and chage
3. Innovation and digital
4. Communicating and convincing
5. Motivating, leading and developping one’s teams
High level of satisfaction of the Cycle: around 90% of the participants to the 3 first sessions ( )
Training programmes:
Program designed for women: address issues of self-confidence and visibility

15. Focus #1: D1 Positions Pool & Talent Management
Nomination process: Hearing Committees
Professionalize the nomination process, improve its transparency and inter-ministerial pooling
Procedure applies to all candidates proposed to D1 positions by the Prime Minister and the responsible Minister
Whether or not pool members
Exception for some defence and security positions
How it works:
Composition reflecting openness
Non-binding, advisory opinion communicated to the Minister
Purpose:
Allow for more diversity in the detection of profiles
Shed a better light on profiles to help nominating authorities in their choice
Scope:
Secretary-General of Ministry
Director of Central Administration
Commissionner
Delegates
… nominated by the Council of Ministries
… and having authority of a Central Administration Directorate or equivalent
Composition:
Chaired by the Secretary-General to the Government
4 other members, among which:
1 from the recruiting ministry
1 from outside that ministry
1 qualified in the specific fields of the job
1 qualified in HR
Results:
From july to december 2016, 31 hearing committees held
Ministers always nominated the candidate ranked #1 by the committees

16. Focus #1: D1 Positions Pool & Talent Management
Nomination process: Standardization of proposals to the Council of Ministers
Rule: Freedom of decision in D1 nominations
But the standardization process initiated in 2013 seeks:
Gender equality & diversity among nominations
Anticipated movements by quarterly notifications
Enlightened choice among proposed candidates
For each D1 position, Ministers are bound to make 3 proposals:
At least 1 woman and 1 pool member
Duly motivated and ranked by preference
PM Circular of 3 May 2013 & 11 April 2014
Gender equality: comply with the 40% target fixed for balanced appointments in 2017
Diversity:
rely on the rich and multiple profiles available in the State civil service, according to training – qualifications – experience
Use of the pool to this end
Proposals by Ministers: rely on
individual appreciation of merit
and profile adequation to the offered position

17. Focus #1: D1 Positions Pool & Talent Management
General Stocktaking
Improved upstream ministerial selection:
Demonstrated by the good results of the assessment procedure
Enhanced management of the inter-ministerial pool:
Advisory opinions of hearing committees followed
Growing proportion of pool members & women among nominees
 Reduced proportion of non-pool members among nominees
Assessment : only 10% of the candidates proposed by the ministries were refused at the end of the inter-ministerial selection process
Hearing committees :
From july to december 2016, 31 hearing committees held
Ministers always nominated the candidate ranked #1 by the committees
Raising proportion of pool members among the nominees :
2012: 18% nominees among pool members ; 24% women
2015: 23% nominees among pool members ; 31% women
Non-pool members nominees : from 40 % in 2012 to 24 % in 2015

18. Focus #1: D1 Positions Pool & Talent Management
Lessons learnt
Policy reviewed by Parliament in June 2016:
Notable progress in diversity, professionalization and gender equality
Proposed measures to improve the process:
Enhance selectivity and transparency by improving upstream ministerial selection
Expand the use of the pool by the Council of Ministers
Develop the training offer of the Inter-ministerial Cycle for State Management
Parliament: Information report of the Evaluation and Control Mission of the National Assembly
Gender equality: specifically adressed in my next presentation
Proposed measures:
Improving upstream ministerial selection: develop an open and public call for applications to reduce uncertainties in the selection phase
Expand the use of the pool:
from 3 to 5 proposals to the CM
including at least 2 members of each gender and 3 from the pool (instead of 1 today)

19. Focus #2: D2 Positions Pool & Talent Management
Extending the pool policy to D2 positions
 Multiple issues:
Greater diversity of positions:
Management positions: head of department, sub-director
Expertise positions: high-level expert, project director
Larger number of potential pool members for 800 positions
Need for a stronger development of reviews of managers
Choice of a progressive extension - First phase:
Heads of Department (HoDs)
Heads of Department:
Generally just below a Director of Central Administration or a Secretary-General of a ministry
Responsible for the management of a department in a central administration or other equivalent administration
Sometimes HoDs exist in State public entities (établissements publics)
Review of managers:
Poll and Talent Management policy is progressively moving on to all management positions so as to bring more diversity to all pools
General Reviews of Managers include young « A category » managers who have not reached SCS status yet but who need to get a dedicated support for professional development

20. Focus #2: D2 Positions Pool & Talent Management
Pool policy for HoDs
Follows the same goals as for D1 positions:
Professionalize and open the recruitment process
Identify and train high potentials
Enlighten the choice made by nominating authorities
Nomination of HoDs:
Around 60 positions annually
Nomination by PM and the responsible Minister after consulting the Minister for Civil Service
Central role of the Directorate-General for Public Administration and Civil Service (DGAFP)
Open recruitment goal:
Inter-ministerial diversity
Gender equality

21. Focus #2: D2 Positions Pool & Talent Management
Tools backing the policy dedicated to HoDs
As for D1 positions, this policy relies on:
Senior management review & ministerial managerial plans
Dedicated training
Nomination after audition by hearing committees
Training: Inter-ministerial management seminar for newly nominated HoDs and sub-directors
Hearing committees deliver an advisory opinion to the Minister:
Flexible composition upon needs
Not applicable in case of renewal
Training tools for pool members
Inter-ministerial management seminar for newly nominated HoDs and sub-directors:
Part of the pool policy for HoDs since the pool comprises sub-directors
2 days and soon 2 and ½ days of inter-ministerial seminar, linked to the specific training offer of the ministries
Focus on positioning and management of teams, projects and change
Based on:
Interventions of specialized consultants
Feedback from experienced D1 and D2 positions holders
Peer-to-peer workshops
Other tools: standardized evaluation process, mission letters …
Nomination process
Candidates to HoD positions:
Application sent to the Secretary-General of the recruiting ministry (responsible for receiving the unselected candidates)
The SG verifies eligibility and may proceed to a selection
SG sends selected CVs to DGAFP
Composition of hearing committees:
Chaired by the Secretary General of the ministry
3 other members:
The Director under the authority which the HoD will work
1 designated by PM and Minister for Civil Service, justifying either HoD level or D2 level with HR qualifications
1 from outside the ministry
Upon decision of the Minister, a 4th member from the recruiting ministry
Opinion of the committee: no ranking by preference
Annual evaluation of the procedure: will soon be presented to trade unions

22. Questions ?

23. Thank You
David Corbé-Chalon