1. Tom FitzGerald EIPA Maastricht
Case study: Using competency management to promote a performance oriented public sector: sector: the Irish case study
Managing competencies in the Irish civil service: major principles and application in practice
Tom FitzGerald EIPA Maastricht 1

2. Strategic Management Initiative
Using competency management to promote a performance oriented public sector: the Irish case study
Strategic Management Initiative
Development of Mission Statement for each Department of State
Development of individual Department Strategy Statement
Preparation of Annual Business Plan
Preparation of Annual Unit Business Plan
Preparation of Individual Annual Role Plan based on competency framework

3. Using competency management to promote a performance oriented public sector: the Irish case study
The development of a competency-based Performance Management process was seen as vital for in Civil Service transformation
It was to be the driving force behind the more effective management of staff
“An organisation that seeks out better ways of doing things and updates the skills and competencies of its staff maintains a close alignment between its internal and external environment”

4. Competency key to performance
Goal Setting and Learning and Development Planning
Divisional planning commences in preparation for coming year
Manager and Jobholder plan and agree on goals, activities and outputs for the year ahead
Discuss and agree competency requirements and targets
Learning and development Planning

5. Geneses of System
Competency Framework designed to underpin the development of Performance Management in the Irish Civil Service.
Hay Consultants recommended a competency basis as part of the Performance Management Review
Strengths and weaknesses in relation to particular competencies at individual level were to be identified.
Remedial action to improve weaknesses to be included in the development plan

6. Geneses of System
The need to develop new competencies and skills and ensure that employees have the requisite training and development to support this objective was seen as vital for a successful change process
To develop an achievement culture the core competencies of the organisation as well as the capabilities of individuals and teams required systematic review.

7. What is a Competency –another definition?
Personal attributes and behaviors
A competency is any way of thinking or behaving that positively contributes to job performance.
The capability of an individual related to successful performance in a job.
A capability can be a set of attitudes, motives, behaviours, work practices, ways of doing things, ways of thinking and knowledge
When found together in the behaviour of a particular person can distinguish the high performer from the average performer.

8. What is a Competency?
Competency development concerned with helping job holders to identify the critical competencies and behaviors required in particular jobs
Plan developmental activities around them.
Offer a wide range of learning opportunities addressing all the required competencies
help people take a greater responsibility for the management of their own performance and development

9. The generic Model- Original model prior to revision

10. Implementation Process
A partnership approach was adopted at central and organisational level for implementation.
Staff, union and management interests were engaged in overseeing the implementation arrangements
Tailoring and monitoring of process to allay concerns of stakeholders in change implications for careers etc.
Two main Departments involved in central management i.e. Prime Minister’s Office and Dept. of Finance

11. Implementation Process (contd)
A systematised central training programme was devised
Substantial resource, both funds and human, were allocated to the Project
A mandatory training days agreed
Each Department responsible for implementing training programme
A central competency based perf. mgt network was set up to ensure consistency of implementation and interpretation

12. Implementation Process (contd)
Each Department defined its own particular core competency to be shared for all staff
In addition an individual set of competencies were identified as specifically required for a particular role
These were agreed with the jobholder and the manager and could be subject to review
The level of competency required was aligned to the experience and seniority of the job holder

13. Competency as recruitment tool
Develop a consistent and effective way of selecting people at interview
Recruit people who are more likely to demonstrate those behaviors naturally
Competency based interviews became norm in promotional selection process
Candidates required to provide evidence how they had demonstrated the requisite competencies in their work

14. Competency based interviews
Critical incident interviews in which people are asked to describe high and low performance in their jobs
Focus group interviews where you assemble experts who have knowledge of a particular job
Stake-holder interviews in which people who manage a category of jobs or are customers for a particular job category are asked what they think is good and average performance in the job

15. Competency Role Description- examples
Training Officers - To equip staff with the skills required to do their jobs and manage performance improvement.
Scheme Managers - To ensure that grant applications are processed efficiently and paid to people who qualify.
Clerical - To provide administrative and other services and assistance to enable all staff to fulfil their roles efficiently.

16. Positives and negatives in implementation process
Partnership approach
Training resources allocated
Good literature and good communication system
Competency model selected appropriate and flexible
Good technical management of the implementation

17. Positives and negatives in implementation process
Failure to provide effective championing of the System by top leadership
Failure to fully win hearts and minds of staff through the training sessions
Development of a “ tick box” mentality in practice of the system
Failure to confront the resistance to change

18. Current update – May 2013
New government has re-focused on modernisation
Created separate ministry with responsibility for public service reform
Renewed and more specific agreed targets with unions for progress on reform
Separate Senior Civil Service organisation with more focussed and relevant sets of competencies agreed and now set up

19. Significant revision of competency framework
Competencies made more meaningful to people at different levels- grade specific
Now 6 key competencies per grade better reflecting current and emerging business needs
Each competency captures an area that people in different roles/grades across the Civil Service can relate to in an improved way
Now described in a more positive, action-oriented and accessible language
Now accommodates specialist knowledge/expertise

20. Staff development and career progression
Staff are now evaluated on how the competencies that are relevant to their role were displayed
Competency framework is core to selection/recruitment process
They are used for probation management
Competition for promotion is carried out through competency based interviews

21. Benefits of competency management approach
Creates clarity about what is to be achieved by individuals and teams
Contributes to a continuous improvement in performance
Provides a focus for management to actively ensure that there is continuous improvement
Increases the probability of tasks being carried out successfully
Provides a basis for staff to consider their own performance within a context of clear objectives, performance plans and the development of competencies to achieve those plans

22. Competency management and training
the jobholder agrees with his or her manager a “role profile” for his or her part in achieving the targets set out in the BUWP.
Together they set objectives and agree competencies the jobholder will need to develop in order to achieve the objectives
Agree how those competencies can be learnt or developed e.g. on the job training, formal training, self-learning.
At annual appraisal time an individual training plan is agreed with the job holder and implemented during the year. It can be subject to review depending on circumstances.

23. Organisation and individual competency
Organisational competencies are identified through the strategic aims of the organisation
There always needs to be a link between an individuals competency and the aims and purposes of the organisation
The required set of competencies of the individual are identified from their role profile which is linked to their unit, divisional and organisational role

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Contact
Tom FitzGerald
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