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Public Administration and Personnel Department, Ministry of Finance CYPRUS PRESIDENCY – EUPAN

Public Administration and Personnel Department, Ministry of Finance CYPRUS PRESIDENCY – EUPAN “Top Executives Development” Eliza Loizou Public Administration and Personnel Officer A´. Joint HRWG/IPSG meeting 15-16 October, 2012, Limassol. POLISH PRES.

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Public Administration and Personnel Department, Ministry of Finance CYPRUS PRESIDENCY – EUPAN

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  1. Public Administration and Personnel Department, Ministry of Finance CYPRUS PRESIDENCY – EUPAN “Top Executives Development” Eliza Loizou Public Administration and Personnel Officer A´ Joint HRWG/IPSG meeting 15-16 October, 2012, Limassol

  2. POLISH PRES MTP – Bridging Trio Work on Top Executives Cyprus Presidency of the Council of the EU COORDINATION, COOPERATION & COLLABORATION THINK TANKS ENABLERS OF CHANGE & INNOVATION RECRUITMENT COMPETENCIES PERFORMANCE CONTRACT MODELS DEVELOPMENT... DANISH PRES • ...DEVELOPMENT • TRAINING • SUPPORT • EMPOWERMENT CYPRUS PRES

  3. Focus/goal : To explore the state-of-play and reflect on the way forward on TE Development initiatives/activities aiming at enhancing the capacity of TPMs to achieve high personal and organizational performance in a challenging environment CY Presidency – TE Development Cyprus Presidency of the Council of the EU

  4. Work methods and Roadmap Cyprus Presidency of the Council of the EU 15-16 October 2012 5-6 December 2012

  5. TE Development: Questions to EUPAN members: • What´s been happening in the past 3-5 years in the area of TPM development in your pa? • In your opinion what needs to be done for taking forward the development of TPMs in light of new challenges faced by pa?

  6. Our expectations from TPMs.. Cyprus Presidency of the Council of the EU ...´Professional TPM is a prerequisite for an efficient and result oriented public sector...´ ..´ It is expected from TPM that they perform as leaders instead of just as managers and must be able to manager change in public organisations in such a way that encourages employees to form part of the reform movement..´ ..´TPMs must display high sensibility for the political and societal context´

  7. Our expectations from TPMs.. Cyprus Presidency of the Council of the EU …´Top public managers who launch innovations in their own area of influence must be able to motivate, define tasks, lead staff, develop and serve as role models...´ ..´the worsening of the crisis has underlined the need of a vision and strategy, strong leadership competencies and people management skills to implement reforms quickly and effectively´... ...´the promotion of talent and talented professionals becomes a necessity, not a just a desire´...

  8. TPM Development-Trends & Themes Cyprus Presidency of the Council of the EU • Variety of tools/approaches • Professionalization of TPM management • Statutory provisions reg. TPM conditions • More explicit/integrated strategies • Specialized training programs • Emphasis on leadership, strategic & management development • Innovative and interactive approach to T&D • Adoption/update of competency frameworks • Development projects co-financed by ESF

  9. Knowledge management Work-life balance Internationalization Public Policy Public Finance Public Procurement Accountancy Performance-based budgeting Mobbing Confident business image/media presence Information Technology Content/focus of Training Programs Cyprus Presidency of the Council of the EU • Leadership development • Strategic management • Change/crisis management • Quality management • Modern HRM • Communication and interpersonal relations • Innovation and quality • Orientation towards an administration focused on citizens, families and companies • Personal development

  10. Individual plans of professional development Networking events, Leadership forums Diversified career path (job transfer, fellowships) Mobility & Job Rotation- enhances qualifications and competencies Mentoring-active transfer of knowledge from more experienced TPMs Performance assessment systems Management Agreements Talent management/future leaders programs Other tools for development & empowerment of TPMs Cyprus Presidency of the Council of the EU

  11. TPM Development- Way forward ..”Empowerment of managers is the single most important factor..” ..”give responsibility to managers so they can take responsibility” Cyprus Presidency of the Council of the EU ...”Development initiatives should be of direct relevance to TPM’s and their roles and implemented in a format that fits in with the demands and time pressures faced by TPM’s in their working environment”... . “..Good leadership touches to intrinsic human skills..being aware and act on less direct controllable aspects of organization: feelings, vitality, well being, values, vision, passion” ...”support offered to TPMs, conferring a broader autonomy in decision making and support in the implementation of strategies and action plans developed”

  12. TPM Development- Way forward • Attractive and challenging training courses-tailored to individual needs of TPMs • Less theoretical-more practical orientation to T&D • Further emphasis on building networks of TPMs • Sharing knowledge and experiences with Top Management from Private Sector, other countries, politicians • Form ´support service´ for TPMs in everyday work • Development of effective performance assessment tools for TPMs

  13. ´Critical´ TPM Competencies • Communication and persuasion • Human-oriented Leadership • Strategic thinking &vision • Multi-task and well-rounded skills • Adapting to changing environment and challenges (incl. financial challenges) • Solution/results -orientation • Citizen satisfaction- orientation • Co-creative and intense quality thinking • Innovative approach • Ability to cooperate with all stakeholders

  14. Challenges & response Cyprus Presidency of the Council of the EU Difficult to evaluate/monitor the effectiveness of development activities • Evaluate development activities to ensure they are fit for purpose • Set up systematic strategies for leadership development, based on diagnosis of the national challenges • Measure organizational impact and performance before and after the development activity • Implement in daily praxis the goals identified in training programs Context of crisis- limited resources for T&D • Create opportunities for informal learning • Make use of e-learning tools • Self-education is also very important (e- learning, learning by doing, meetings with experts • Utilize ESF where possible

  15. Consultation and involvement with TPMs for the identification and design of a development initiative is key to ensuring their buy-in and successful implementation of TPM Development programmes

  16. Thank you for your attention Cyprus Presidency of the Council of the EU Questions - Initial thoughts - Any additional points that should be added

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