Building a Merit-Based Civil Service - Cristina Mendes

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Palestra ministrada no Seminário Internacional Os desafios da profissionalização do serviço público

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  • Building a Merit-Based Civil Service - Cristina Mendes

    1. 1. BUILDING A MERIT-BASED CIVIL SERVICE FEATURES AND CHALLENGES IN OECD COUNTRIES Cristina Mendes, Policy Analyst Reform of the Public Sector Brasilia, 12 de Dezembro de 2016
    2. 2. • Overview of OECD’s work on public employment and management • Merit-based recruitment and promotion in OECD countries • Challenges to the merit-based approach AGENDA
    3. 3. A PRACTITIONER-BASED FORUM FOR SENIOR PUBLIC EMPLOYMENT AND HRM OFFICIALS 3 Events  Annual meeting  Expert groups on hot issues  Compensation  Workforce planning  Employee engagement  Senior civil service Comparative research  Cross-country surveys and statistics  Comparative research studies on HRM topics:  Strategic agility  Composition of the workforce  HRM for innovation Country-specific analysis and advice  HRM Reviews (Dominican Republic, Brazil, Belgium)  Public Governance Reviews (Peru, Colombia, Northern Ireland, Spain, Slovak Republic, Poland, France)  Topic focussed workshops Working Party on Public Employment and Management (PEM)
    4. 4. Laws, Institutions, Leadership TOWARDS A CIVIL SERVICE OF PROFESSIONAL STRATEGIC INNOVATORS… • Networks • Learning culture • Risk acceptance • Knowledge sharing/transfer • Workplace quality/wellbeing • HR strategy and planning • Workforce data • Agility and flexibilty • Competency management • Merit-based • Open and fair recruitment • Performance management • Transparent pay system Is the workforce professional and managed through fair, rule- based, transparent practices? Are education and experience rewarded? Are the right people with the right skills are working in the right place at the right time, to delivery results as efficiently as possible? Does your workforce contribute drive performance through innovation and continuous improvement? Professional Strategic Innovators
    5. 5. • OECD survey • 35 OECD countries • 13 SHRM topics – Strategic planning – Recruitment – Promotion – Performance – Innovation – Senior Civil Service STRATEGIC HUMAN RESOURCES MANAGEMENT (SHRM), 2016
    6. 6. HOW IS MERIT-BASED RECRUITMENT GUARANTEED AT THE ENTRY LEVEL ? 0 5 10 15 20 25 30 35 Other Recruitment firms Assessment centre methodologies Shortlist of possible candidates is prepared jointly by the HR department of the organization and the recruiting… Structured interviews Recruitments are made with panels Standardized exams All vacancies are published Total OECD 35Source: OECD (2016) SHRM
    7. 7. DEU IRL AUT BEL CAN ISL KOR POL USA CHL DNK EST MEX NZL PRT GBR AUSFINISR LVA NLD SWE CHE TUR GRC HUN ITA NOR SVK CZE FRA JPN ESP LUX SVN 2 methods 1 method 7 methods 6 methods 5 methods 4 methods 3 methods MOST COUNTRIES USE A COMBINATION OF METHODS TO ENSURE MERIT IN RECRUITMENT Source: OECD (2016) SHRM
    8. 8. HOW ARE MERIT AND TRANSPARENCY OF THE PROMOTION SYSTEM ORGANIZED? 0 5 10 15 20 25 30 Transparent government-wide listing of openings (or accessible to all government employees) Systematic use of panels Review of applications by HR department, short listing Some use of assessment centres Number of OECD countries Source: OECD (2016) SHRM
    9. 9. ENSURING MERIT IN POLITICAL APPOINTMENTS OF SENIOR CIVIL SERVANTS 0 2 4 6 8 10 12 Through confirmation in the legislature Other A shortlist is prepared by an independent organization based on merit criteria from which the political appointment is made Each senior leadership post has merit-based criteria that is matched to the candidate in a transparent manner Number of OECD countries Source: OECD (2016) SHRM
    10. 10. • Values and behavioural competencies are essential but difficult to assess objectively • Processes can be slow and burdensome, leading to loss of attractiveness • Some methods (e.g. standard exams) may not be well adapted to new skills needs or may be associated to inequalities CHALLENGES TO THE TRADITIONAL APPROACH TO MERIT
    11. 11. COMPETENCIES MOST OFTEN HIGHLIGHTED IN COMPETENCY PROFILES 0 5 10 15 20 25 Efficiency Interpersonal relationships Professionalism Problem solving Team work Communication Strategic Thinking Achieving results Leadership Values and ethics Number of OECD countries Source: OECD (2016) SHRM
    12. 12. PROFESSIONALS ARE HARD TO RECRUIT FOR MOST OECD COUNTRIES 0 5 10 15 20 25 Professionals Senior managers Line managers Number of OECD countries Source: OECD (2016) SHRM
    13. 13. POLICIES FOR A DIVERSE RECRUITMENT IN THE SENIOR CIVIL SERVICE: THE CASE OF ENA • Merit-based competition whose main aim is to “democratize access to the senior civil service” • BUT the chance to succeed the competition is 1/11 for upper-income class candidate vs 1/43 for a candidate from a lower-income class • Specific preparation class to compensate for the unequal opportunities of lower social class students and to promote diversity in recruitment, to make the Senior Civil Service more efficient and more representative of the population Photo: ENA Source: LARAT Fabrice (2015), « Le dernier maillon dans la chaîne des inégalités ? Les particularités du profil des élèves de l’ÉNA », RFAP 2015/1 (N° 153), p. 103-124
    14. 14. USING A DIVERSITY STRATEGY TO ENSURE EQUAL OPPORTUNITY FOR ALL 0 2 4 6 8 10 12 14 16 Provide equal opportunity to employment and advancement for all groups Protect against discrimination Broaden the talent pool - access competencies of underrepresented groups Aim for a civil service which is representative of the population it serves Improve policy making Improve service delivery Create/reinforce a value oriented culture Number of respondent countries 1b. What is the stated intent/purpose of the diversity strategy? Source: OECD (2015) Survey on Managing a diverse public administration (EUPAN)
    15. 15. • Building a professional civil service requires fair and open recruitment, transparent and fair performance appraisal, promotion based on objective criteria,… • But merit is an element among others that also contribute to a more efficient civil service: pay systems, learning organisations, workplace quality,… all have an impact on the efficiency and effectiveness of public administration • To perform well, civil servants need abilities, but also motivation and opportunity CONCLUDING THOUGHTS
    16. 16. OBRIGADA! Cristina.Mendes@oecd.org http://www.oecd.org/gov/pem/

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