March 21-22, 2013 Ljubljana

1. Working Group on Institutional CapacityInstitutional capacity needs in the Danube RegionRepublic of SerbiaSanja Stanojevic March 21-22, 2013 Ljubljana www.suk.gov.rs 1

2. Human Resource Management Service (HRMS) • Established in 2005 as a service of the Government • Role of the Service is to provide continuous support to the reform of public administration in accordance with the principles set out by the Public Administration Reform Strategy (2004) www.suk.gov.rs

3. Main responsibilities of the Service • To ensure proper job classification in public administration authorities • To prepare a proposal of the HR Plan for each fiscal year • Tomaintain the internal labor market, help civil servants with their transfer and assist authorities in solving their staffing needs • To participate in selection panels and to ensure proper conduct of competitions www.suk.gov.rs

4. Main responsibilities of the Service • To test skills and abilities of candidates • To prepare a proposal of a GeneralTrainingProgram for civil servantsand to organize professional training in accordance with the adopted Pprogram • To administer the Central Personnel Registry www.suk.gov.rs

5. Main responsibilities of the Service • To make reports on the annual appraisal of civil servants • We perform specialist and technical tasks for the High Civil Service Council • We perform specialist and technical tasks for the Government Appeals Commission www.suk.gov.rs

6. HRMS Organisation chart www.suk.gov.rs

7. Professional Training Center www.suk.gov.rs

8. Professional Training Center • TNA • Annual questionnaire (on line) • Individual Evaluation reports • Report on evaluation of effects • Inputs from relevant authorities • Analysis of legal and strategic framework • PROGRAMMING • A proposal on annual basis • of a Professional Development • Training Program for civil servants

9. Professional Training Center • IMPLEMENTATION • Resources/ • Applications (via web) • qualified people, logistics, funds • Lectures, trainers/ • over 200, 90% A, mix • EVALUATION • Evaluation reports/happy sheet • Evaluation of trainers performance • Evaluation of effects of a • General Training Program (on line) www.suk.gov.rs

10. HRMS TNA METHOD • THE TNA METHOD CONSISTS OF SEVERAL STEPS AND PROCEDURES: • Strategic documents are analyzed in order to determine priority areas for professional training of civil servants, the basic guideline being the principle of importance for the entire public administration • Novelties in legislation that are relevant to the work of public administration are continuously monitored www.suk.gov.rs

11. HRMS TNA METHOD • Annual TNA questionnaire (on-line) • Annual reports on appraisal of civil servants/collected by HR units, are analyzed, especially the part related to needs for professional training www.suk.gov.rs

12. HRMS TNA METHOD • Civil servants are questioned by the use of an evaluation questionnaire at the end of each training • As well as by the end of each year-Evaluation of effects of a General Training Program (on line) -which helps to determine the quality of realized Training Program and to identify need for next programming period www.suk.gov.rs

13. HRMS TNA METHOD • Focal points from different PA authorities are contacted on regular basis (e-mail, phone, at meetings) in order to gather relevant data on needed competences • Regular contacts with HR units/training contact persons in all PA bodies • Trainers • Donors, international partners www.suk.gov.rs

14. HRMS TNA METHOD • A systematic analysis of data gathered through mentioned sources is the basis for articulation of the annual General Training Programme www.suk.gov.rs

15. General Training Program-in numbers- www.suk.gov.rs

16. Challenges • Using new approaches and technics • Self-assessment • Mentoring • Coaching • Moodle, Skype, webinars… www.suk.gov.rs

17. www.suk.gov.rssanja.stanojevic@suk.gov.rs www.suk.gov.rs