Human Resource Management Modernisation in OECD Countries: Achievements and Challenges . Public Governance and Territorial Development Directorate, OECD. Oscar Huerta Melchor OECD, Administrator. Tunis, Tunisia, 14- 15 February, 2008. Main focus:.
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.
Human Resource Management Modernisation in OECD Countries:
Achievements and Challenges
Public Governance and Territorial Development Directorate, OECD
Oscar Huerta Melchor
Tunis, Tunisia, 14- 15 February, 2008
1. HRM in the context of Public Sector Modernisation.
2. Delegation of Responsibility in HRM.
3. The Individualisation of HRM.
4. Managing Senior Civil Servants.
5. Future challenges in HRM.
1. HRM in the context of Public Sector Modernisation
Lessons learnt after two decades of reform:
2. Delegation of Responsibility in HRM
Delegation in HRM varies across OECD countries. No single model or standard.
For example ‘recruitment’:
All recruitment for permanent employment is handled by a federal selection organisation.
A central recruitment body can authorize departments and agencies to handle their own recruitments under certain guidelines.
Recruitments are the responsibility of individual departments and agencies but observing the recruitment procedures set out by an independent body.
3. The Individualisation of HRM
Two points of reference:
Organisational and individual performance management.
Performance-related pay schemes.
A. Organisational and individual performance management
Clear promotions mechanisms
Trust in management
Delegation of HRM
Lessons on performance management:
Performance-related pay schemes
No single model of PRP across OECD member countries.
Common trends in the OECD countries:
PRP policies cover the management level and increasingly many other different categories of staff.
Increase in the use of collective or group performance schemes, at the team/unit or organisational level.
Long-running standardised PRP schemes have evolved into more decentralised systems facilitating delegation of managerial functions.
Only Denmark, Finland, Korea, New Zealand, Switzerland, and the United Kingdom have formalised PRP policy schemes.
4. Managing Senior Civil Servants
Senior civil service aims at giving a clear sense of direction to policy formulation and improve performance and effective delivery of services.
Four main trends of reform:
Strong emphasis on developing leaders.
Management of top officials as a distinct group.
Position-based countries put emphasis on early identification of leaders and the creation of ‘pools’ for future leaders.
Career-oriented countries use reforms as a priority for cultural change towards more flexibility and individual accountability for performance.
Senior managers are responsible for:
The main challenge is the balance:
As politically neutral stewards of the government
As the responsive servants of the elected government
5. Future Challenges in HRM in OECD Countries
Let’s not forget that:
Reforms are context – dependent.
There are no recipes to reform.
One of the most difficult challenges is to create a results-based culture within organisations and government. To achieve change is necessary:
Obtain and maintain the support of managers and employees.
Obtain and maintain the support of politicians.
Realistic expectations are needed.
What can be achieved by this reform?
How long will it take?
Oscar Huerta Melchor
Public Governance and Territorial Development Directorate
Budgeting and Public Expenditures Division