Astana Economic Forum 201 3

1. Astana Economic Forum 2013 Training and Upgrading Qualifications of Senior Civil Servants: Experience of OECD Member-States Dr. Аlexander KOTCHEGURA European Commission and World Bank Expert

2. Senior Civil Service in OECD countries • Senior civil service existing in 30 out of 34 OECD member countries; • Diversity in scope, ways of recruitment, status, reform capacity; • Increased demand for higher performance, efficiency, accountability and ethical standards of senior civil servants at the times of financial instability and economic uncertainty

3. Best practice in training senior civil servants • There are certain noteworthy solutions in the development of the systems of training senior civil servants in OECD countries which may be considered for possible adaptation; • There are NO UNIVERSAL STANDARDS or “BEST PRACTICE” applicable to all cases; • What works well in USA or Canada may not necessarily be effective in France or Germany and vice versa

4. Types of training senior civil servants • Training of candidates for filling top level positions in civil service hierarchy; • Upgrading qualification of those who are already members of the bureaucratic elite.

5. Pre-training of future top level executives • National Schools • ENA, France • Bundesacademie (Bakov), Germany • National School of Public Management (ENAP), Canada • etc • Programmes • “Fast Stream”, United Kingdom • “JUST”, Finland • “PUMP”, Belgium • etc

6. Executive Master of Public Administration • One (full time) or two years (part-time) programmes for aspiring candidates to top level positions in the public service; • Major focus on the development of leadership qualities, mission orientation, strategy formulation, inspiring and managing staff, personal communicative qualities and the like.

7. Competences and design of training programmes for top level executives Competenciesare the skills, knowledge, values, attitudes and personal attributes that are required for effective and successful performance of assigned duties and functions; A leadership competency profile describes the skills, abilities, values and attributes that individuals need in order to become effective leaders within an organization.

8. Senior Civil Service Competence Framework – United Kingdom • Giving purpose and direction: creating and communicating a vision of the future. • Making a personal impact: leading by example. • Thinking strategically: harnessing ideas and opportunities to achieve goals. • Getting the best from people: motivating and developing people to achieve high performance. • Learning and improving: drawing on experience and new ideas to improve results. • Focusing on delivery: achieving value for money and results.

9. Upgrading qualifications of senior civil servants • Major thematic directions of training – • leadership and modern management; • topical issues of administrative reforms, civil service development, home and foreign policy, anti-crisis measures; • issues directly related to the activities of a particular ministry, department or unit.

10. Basic formats of in-service training of senior civil servants • Short term training seminars and roundtables (1-3 days); • Appointment to another position (rotation); • Secondment; • Internship (including abroad); • Coaching; • Individual training with Instructor.

11. Peculiaritiesof training “high flyers” (HFs) • As a rule HFs experience intense time pressures and have very limited time to attend learning events; • HFs often reckon that since they have reached the top level there is no longer any need for personal development; • In some cases high turnover of top level executives; • HFs are often extremely aware of their real or imagined shortcomings as managers and leaders but are afraid to own up to it during training; • Often lack of uniform approaches to training this category of civil servants; • Difficulties in finding appropriate • trainers/experts

12. Motivation for training • Accumulated experience demonstrates that top level executives will give priority to learning events that meet at least one of the following requirements: • Training that provides critical knowledge for effective performance; • Training events that allow for social interaction and practical interface with peers; • Training that exposes senior civil servants to high profile speakers and “movers and shakers”.

13. Prerequisites for successful training of “high flyers” (1) • Training reflects real practical needs of the “trainees”; • Training of short duration preferably organized at distance from the place of work (e.g. out of town) to reduce contacts with colleagues and subordinates; • Training in small groups; • Preference to interactive teaching methods;

14. Prerequisites for successful training of “high flyers” (2) • Invitation of qualified and experienced practitioners and high profile “guest speakers”; • Focus on personal development; • Creating wide opportunities for sharing experience and networking among “trainees”;

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