1. HRWG Human Resource Working Group
Troika Sekretariat
Ljubljana, 19 May 2008

2. 2 meetings
28-29 January 2008, Brdo
23 April 2008, Brussels

3. 3 main topics
What are Public Service good at? Success of Public Services in the Field of Human Resource Management (Study by EIPA) 365 responds all levels
Leadership Competencies for Change Management (Study by FOS) 284 completed responds of Top and Middle management
Mobility of civil servants (employment, secondment, exchange programs)
Survey

4. Success of Public Services in the Field of Human Resource Management
Study 1
What are Public Service good at?
Success of Public Services in the Field of Human Resource Management
(Christoph Demmke, Thomas Henökl, EIPA)

5. Findings and preliminary results of the study
4. Findings and preliminary results: general observations
Findings and preliminary results of the study
General picture optimistic: HR policies generally improved
Success
public services more customer-oriented and citizen-friendly
HR reforms successful in reducing administrative costs and burdens
equality between sexes improved
civil servants better qualified
ethical standards better known and ethical attitudes improved

6. 4. Findings and preliminary results: general observations
Figure 4.1a: Overall picture of the HR-policy improvements within the last 15 years

7. Alarming developments in the field of HR
Performance management is not working well:
staff is not rewarded for good performance
public sector unsuccessful in managing poor performance
performance rewards not more transparent and quicker
performance assessment systems too subjective
some other problems
with mobility policies between public and private sectors and between EU Member States,
with (unfair) promotion procedures and (increased) HR rules

8. State’s competitiveness as an employer: public-private comparisons
respondents considered work in the public sector as attractive and would recommend it to friends or family
public sector is thought to be
quite competitive with regard to working time and pensions,
less competitive with salaries and various HR policies
However, even people who are not satisfied with their salary still would recommend working in the public sector for their friends or family

9. Respondents are very positive about
Developments in one’s own organisation and job
Respondents are very positive about
their work content,
working atmosphere
working conditions
responsibility
feedback and communication from colleagues and
autonomy

10. Competitiveness and work contents: state’s employer image revisited
Job satisfaction is a very important issue: even if employees find their salary competitive, they do not recommend public sector jobs unless they are satisfied with their own work (especially job content and job autonomy). However, if they are satisfied with their work they promote public sector jobs even if they are not happy with their salaries
These findings are consistent with Herzberg’s two factor theory where motivator factors such as achievement, recognition, work itself and responsibility increase satisfaction. The hygiene factors such as work conditions, supervision, salary and security do not contribute to job satisfaction. If they are well they are more or less meaningless but their absence leads to job dissatisfaction. The motivator factors contribute to job satisfaction but if they are missing one just carries out one’s duties without inspiration

11. Conclusions and suggestions
The preliminary findings are promising advisable to continue cross-country HR comparisons in future.
!Larger (representative) sample size to be collected

12. Leadership Competencies for Change Management
Study 2
Leadership Competencies for Change Management
(Milan Pagon, FOS)

13. ! Leadership - critical component for successful policy implementation and change management
CAF- Criterion 1: Leadership ! WHAT THEY HAVE TO DO
? Which are the right leadership competencies to face a changing environment effectively? Are they inherent or can be trained?

14. SUCCESSFUL CHANGE MANAGEMENT
ANTECEDENTS
SUCCESSFUL CHANGE MANAGEMENT
LEADERSHIP COMPETENCIES FOR SUCCESSFUL CHANGE MANAGEMENT
Productivity
Relationship Quality
Number of Conflicts
Cooperation
Organizational Culture and Climate
Organizational Learning Curve
Goal Attainment
Change Implementation
Employee Satisfaction
Motivation
Adaptability
Customer
Satisfaction
Superior Agency’s Satisfaction
Etc.
COGNITIVE
Divergent Thinking
Critical Thinking
Creativity
Problem Solving
Analytical Skills
Strategic Thinking
Numerical Abilities
Etc.
FUNCTIONAL
Language and
Communication
Skills
Technological
Skills (IT, media...)
Intercultural Competencies
Learning Abilities
Personal Development and Career Planning Skills
Managerial Skills
Decision Making Skills
Etc.
PERSONAL /
SOCIAL
Self-Direction
Interpersonal Skills
Teamwork
Skills
Compassion
Integrity
Mobilizing People
Stress Management
Ethical
Dimensions
Etc.
Personality
Values
Attitudes
Education
Training
Mentoring
Coaching
Consulting
On-the-Job Training
Characteristics of the Environment
Work Experience
Etc. 14

15. Hierarchies of control Conformity Impersonality of work
Traditional Values
Instruments of Reform
New Cultural Values
Hierarchies of control
Conformity
Impersonality of work
Authority through position
Command-control paradigm
TRANSORMATION
Citizens empowerment
End of lifelong career
Policy dialogue
Normalisation of employment conditions
Delegation of authority
Performance-oriented focus
Subtle leadership
Accountability
Openness
Transparency
Efficiency
Effectiveness
Authority through leadership
Managerial culture

16. Main result and conclusion
Selecting managers for public administration doesn't require the search for "supermen".
All that is necessary is to find people with the right mindset
(who believe they can influence what is happening in their organisations without attributing too much importance to chance and to powerful others – locus of control)
and to provide them ample training!

17. Training - in the areas of
Multicultural skills
Understanding, innovating and changing the organization
Emotional intelligence and self-control
People skills.

18. By training people with the right mindset new cultural values in public administration will be encouraged and fears and resistance to change will be lessened;
furthermore - a training has positive effects above and beyond its impact upon the competencies !

19. Cross-border mobility of civil servants
– 3 main issues
- promotion of bilateral agreements and exchange programs in all EU Member States;
starting point for the promotion of cross-border mobility is better use of Your Europe website (
NCP Network as HRWG subgroup merges with HRWG.

20. Proposals for resolution related to Your Europe website:
It should be completed and updated by all EU MS;
Updating will be done in cooperation with editorial board of the website;
EU MS are encouraged to provide the name and/or contact address/functional mailbox of the person in charge of informing about mobility issues;
DG will be informed on regular basis about the current state of play in the field of mobility;
The task of informing DG shall be included in the EUPAN handbook.

21. Merging of NCP Network with HRWG
does not mean the extinction of NCP functions;
NCP functions will be assumed by HRWG;
Civil servants having performed NCP functions may keep performing them in the future for HRWG;
Each EU MS decides how it will organize the work for HRWG.