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CEPA II October 2012

China-Europe Public Administration Project II (CEPA II) 中国 - 欧盟公共管理二期项目 “Position Management in Public Administration” by Mr Harrie van Boxmeer Beijing , 3 rd of May 2013. CEPA II October 2012. Position Management. Please turn off the ringtone of your cell phone!.

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CEPA II October 2012

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  1. China-Europe Public Administration Project II (CEPA II)中国-欧盟公共管理二期项目 “Position Management in Public Administration” by Mr Harrie van Boxmeer Beijing , 3rd of May 2013 CEPA II October 2012

  2. Position Management Please turn off the ringtone of your cell phone! THANK YOU VERY MUCH!

  3. Content • EU position • Trend on payandgrading • Job descriptionandcompetenceprofiles • Competence management • Quick scan

  4. EU position • There is no EU mandate on the architecture of the Civil Service in the Member States; • There is no EU mandate on the functioning of employees of the Civil Service organisations in the MS; • There is no EU mandate on the organisation of the Civil Service in the MS.

  5. EU position Source: Public Employment in EU Member States, 2010.

  6. EU position The EU sets a number of rulesandregulationswhich are of importance of HRM policy in the MS such as: • Directive 2006/54/EC of the European Parliament and of the Council of 5 July2006 on the implementation of the principle of equal opportunities and equal treatment of men and women in matters of employment and occupation.

  7. EU position The 27 MS of the EU each have theirownpoliciesconcerning HRM in Civil Service. EUPAN - The European Public Administration Network - is an informal network of Directors General responsible for Public Administrations in EU member States and European Commission.

  8. EU position

  9. Payandgrading system Remuneration System in the EU: • In 16 MSs, the salary system is regulated by law with pay bands and a specific amount of salary for each functional level or job category. • In 10 MSs (Austria, France, Greece, Hungary, Italy, Latvia, Lithuania, Luxembourg and Spain) salary increases are determined by seniority or years of service in the organization. • In 16 MSs (Austria, Denmark, Finland, France, Greece, Ireland, Italy, Latvia, Lithuania, Malta, the Netherlands, Portugal, Slovakia, Slovenia, Sweden and the United Kingdom) salary levels are determined by a positive performance appraisal via increases and bonuses. • In other countries, it is determined in accordance with qualifications and years of service although a positive performance appraisal may be rewarded with a performance-related bonus.

  10. Total of 32,600 EU staff FUNCTION (GROUP) • Senior manager 331 (1.0 %) • Middle manager 1146 (3.5 %) Non-management: • Official AD 10910 (33.4 %) • Temporary agent AD 487 (1.5 %) • Official AST 10193 (31.2 %) • Temporary agent AST 536 (1.6 %) • Contract agent 5903 (18.1 %) • Special adviser 64 (0.2 %) • Local agent 1978 (6.1 %) • Agent under national law 1118 (3.4 %) Total: 32,666 (100 %)

  11. The Commission'scareer systemconsists of a single payscalewith 16 grades. Withinthispayscale, Assistants (AST) canoccupygrades 1 - 11 while Administrators (AD) canoccupygrades 5 - 16. EC- grades

  12. Payandgrading system Basic elements: • Function / positon description • Matching payscalestofunctions

  13. Payandgrading system Trend: from traditional gradedstructuretobroad band

  14. Payandgrading system • From 52,000 functiondescriptionsto 15 function families in Belgum; • From 30,000 functiondescriptionsto 8 function families in the Netherlands;

  15. Payandgrading system • Function Family consits of a number of functiongroups • wheresimularresultsneedtobeachieved • andsimularbehaviourshouldbedisplayed • The nuber of salaryscaleswithinfunctiongroups show the different levels within the groupthiscanvaryfrom 3 to 6.

  16. Payandgradingsysytem

  17. Payandgrading system For each of the 52 mode groups is a specific function profile is created, consisting of- A core profile;- One or more quality profiles.

  18. Payandgrading system Benefits from this approach are: • More transparency; • Easy comparable whit each other; • Helps in the performance appraisal; • Helps to make good results and development agreements; • Provides insight into where interesting work is to be found.

  19. Payandgrading system

  20. Job descriptions and competency profiles in thefederal government Source:

  21. Description in ten parts • Identification data • Goal / purpose • Resultareas • Networking elements • Organogram • Positioning • Autonomy • Impact • Technical expertise • Innovation

  22. 1. Identification data • Name of the function (p.e. program manager) • Function code (p.e. XYZ000) • Level (A, B, C, D) • Educationaldegreesneeded? • (Part of) Organisationwherethisfunction is registered • Date of establishment of the profile • Original language (GE/FR/EN) • Group of professions (p.e. Mobilityand Transport, International Relations, etc.)

  23. 2. Goal / purpose • Depart from the core processes as defined in the organization. • Formulate the purpose of the function only after the development of the full job. So you can more easily penetrate into the heart of the function; • Describe for each function a (minimum) to two (maximum) goals. • The structure of a target should always follow this logic: «WHAT - GOAL - WHY>>

  24. 3. Resultareas • Role (analyst, developer, project leader, legaladvisor, etc. • Resultareas (outputs); what has tobedoneandwhat are the results? (max 4 - 8) • Tasks.

  25. 4. Networking elements

  26. 4. Networking elements

  27. 4. Networking elements

  28. 5. Organogram • Organisationalstructure; • Functionssurrounding (no personal namesjust the function); • Reporting schema, hierachyshouldbeveryclear.

  29. 6. Positioning • Who are the superiors? • Who are the subordinates? • How manysubordinates (span of control)? • 1-10 , 11 -50, 51 – 200, 201 – 500, Etc. • Quality level of the subordinates? • level A (Msc.), B, C, D?

  30. 7. Autonomy • Jurisdiction of the function • Whatdecisionscanbe taken independently, without prior approval? • How much money canbeallocated/spent without prior approval? • On what kind of issues willapprovalfromabovebeneeded?

  31. 8. Impact • Total operational budget of the unit • Own budget • Other financial data wherethere is some impact

  32. 9. Technical expertise • Diploma’s (university, schools, courses) • Technical competence profile / know-how • Legal requirements • Experience (# of years, field of work) • Neededincubation time

  33. 10. Innovation • What guidelines, instructions and legal requirements are applicable? • What kind of innovations are foreseen? • Technical • Legal • Environmental • Procedural • Organisational

  34. Competence Management • Human Resources Performance Potential Portfolio (HR3P) – method • For each employee we try to identify his/hers place in the matrix • Part of the annual Performance Appraisal Process

  35. Competence Management Difficulties encountered in NL: • Organization strategy changes • Too many competences are judged • Management tends to judge their “own” staff higher/better than the staff of other units • Lack of data on motivation, ambition and job satisfction • Management tens to give scores (7-8) in the scale from 1-10 • Feedback

  36. HR3P -method

  37. HR3P -method

  38. Top Level Appointments Committee • TLAC deals with all posts at or above Assistant Secretary level or equivalent across the Civil Service; • The Government is the appointing authority for posts at SecretaryGeneral level; • TLAC recommends up to three candidates, if found suitable, for posts at this level; • In the case of posts below Secretary General level, e.g. Assistant Secretary posts, the appropriate Minister is the appointing authority. One candidate is recommended by TLAC to the Minister for appointment.

  39. Top Level Appointments Committee The Taoiseach (Prime Minister) appoints the members of TLAC in consultation with the Minister for Finance. There are normally five members on the Committee, as follows:- • SG, Public Service Management and Development, Department of Finance (ex officio), • SG to the Government, Department of the Taoiseach (ex officio), • a private sector member, appointed for a three year term, and • two other SGs, appointed for three year terms • one other SG, where not already a member and where a post in his/her Department is being filled. Where the post being filled is below Secretary General level he/she is present as an observer but where his/her successor is being appointed he/she is a full member.

  40. TLAC process • Initiation of process; • Open competitions; • Civil service widecompetitions; • Posts below Secretary-General level; • Secretary-Generallevel posts.

  41. TLAC procedures for post at Assistant Secretary level

  42. TLAC procedures for post at Secretary General level

  43. TLAC process The competencies to be used by TLAC for the Assistant Secretary and Secretary General posts were developed following a comprehensive job analysis. • A structured task analysis survey conducted with 17 Secretaries General and 15 Assistant Secretariesand equivalent grades • A combination of focus group discussions and 1:1 interviews with officers at Secretary General, Assistant Secretary and Principal levels across all Departments andOffices • Focus group discussions with incumbents at both Secretary General and Assistant Secretary level on the likely future developments in these roles in the context of the SMI process • A focus group discussion with a number of senior female executives in other public sector agencies to gain a better understanding of gender relevant issues. • Individual interviews with senior politicians from the major political parties, including the Taoiseach and Minister for Finance, to explore their views on the critical qualities for effective performance at Secretary General and Assistant Secretary levels.

  44. TLAC process • The resultant competency model for Secretary General and Assistant Secretary clusters into four main dimensions as illustrated below:

  45. Quick Scan • How is the position of yourorganisation? • Is yourorganisation / unit in line withothers? • Are we spending public funds efficently? • Ratios • Supervisory ratio • Averagegrade level

  46. Simple math

  47. Simple math By using simple math we could try to get some indicators and compare between sections and compare over time. The indicators are used to spot differences and to avoid ineffective use of high grade resources. Supervisory ratio; Branch A = 1 : 8.5 Section X = 1:10 Section Y = 1:16 Section Z = 1:7.

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