Epan workshop egovernment people and skills introduction luxembourg presidency
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EPAN - Workshop eGovernment : People and Skills Introduction – Luxembourg Presidency. NL – Maastricht, 24 June 2005. Agenda. Government : People and Skills MTP 2004 - 2005 Luxembourg Presidency (2005/1) UK Presidency (2005/2) MTP 2006 – 2007 Government : People and Skills.

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Epan workshop egovernment people and skills introduction luxembourg presidency

EPAN - Workshop eGovernment : People and SkillsIntroduction – Luxembourg Presidency

NL – Maastricht, 24 June 2005


Agenda

Agenda

Government : People and Skills

  • MTP 2004 - 2005

    • Luxembourg Presidency (2005/1)

    • UK Presidency (2005/2)

  • MTP 2006 – 2007

    Government : People and Skills


Government people and skills

Government : People and Skills

  • MTP 2004 - 2005

    • Luxembourg Presidency (2005/1)

    • UK Presidency (2005/2)

  • MTP 2006 - 2007


Mtp 2004 2005

MTP 2004 - 2005

  • Rome, 1 December 2003

    • Human Resources WG2. Human Resources Management strategies to support organisational changes… best practices … with a strong focus on solutions that have been shown capable of enhancing the skills present in the organisation at the individual and collective level. …

    • eGovernment WG2. Organisational changes, skills and the role of leadership required by eGovernment… the eGovernment skills required for managers and clerical workers will be appraised.


Luxembourg presidency

Luxembourg Presidency

  • Directors General : The flexibilisation of the employment status of civil servants : from life tenure to more flexible employment relations ?


Dg flexibilisation

DG : “Flexibilisation”

  • High level of job security belongs to those classical elements of the civil service, which have been modified the least during the reform processes

  • Job security is still among the most motivational factors of public employment

  • Life tenure is not absolutely resistant towards bad performance / economic restructering

  • The most striking trend as regards non-statutory servants : the increase of fixed-term staff


Luxembourg presidency1

Luxembourg Presidency

  • Directors General :Are civil servants different because they are civil servants ?


Dg difference

DG : “Difference”

  • Civil servants are not different because they are civil servants. However, people who want to work for the public services have some different motivational characteristics than private sector employees

  • Differences between the values of publics employees vs. private employees are becoming less (e.g. importance of citizen/customer orientation), but the new mix of values create new dilemnas (e.g. confidentiality vs. openness; hierarchy vs. citizen orientation)

  • The people are not the problem but the structures (Al Gore)


Luxembourg presidency2

Luxembourg Presidency

  • Human Resources Working Group :Human Resources management strategiesto support organizational changes


Epan workshop egovernment people and skills introduction luxembourg presidency

HR : “Strategy”

HR Strategy

  • HR Strategy focuses on how to efficiently and effectively deliver HR services to an institution/enterprise through

    • Organisation

    • People

    • Processes

    • Technology


Epan workshop egovernment people and skills introduction luxembourg presidency

Main HR strategies

“On the top of the HR agenda, there is an emphasis on “people issues”, that is favoring mobility, flexibility and efficiency of civil servants… it is the skills, behaviors and values of staff that are principal in an organization’s success.”


Epan workshop egovernment people and skills introduction luxembourg presidency

2003

2004

2005

Government strategies

“According to the results of the survey, HR strategies are generally aligned with the governmental strategies, supporting thus the organizational changes”

“HR strategy may be seen not only as an efficient support to organizational changes, but it is not yet a generator of changes ...”


Epan workshop egovernment people and skills introduction luxembourg presidency

Leadership development

“…leadership development is a top HR strategy. In recent years, many governments have positioned leadership development as a high priority. Personal and leadership development programs enhance the individual potential of civil servants in order to help them better respond to the professional situation and consequently to deliver high quality services to the citizen.


Epan workshop egovernment people and skills introduction luxembourg presidency

  • Human resources are the key to the success of change and they help enhance productivity in the public sector

  • HR provide advice in critical situations which could have an impact on objectives

Strategic Partner

  • Act to bring solutions to the Management in terms of HR

  • Help to resolve complex specific problems

Solutions expert

Human Resources

CHANGE

Service provider

  • Service provider on:

    • Strategic issues

    • Consulting issues

    • Administrative issues

HR development

  • All roles are important

  • A strategic role means the “basics must be right”


Luxembourg presidency3

Luxembourg Presidency

  • DSIPA :Development and promotion of a communication network between national schools and institutes of public administrationOrganizing and supportingcollaborative work


Luxembourg presidency4

Luxembourg Presidency

  • eGovernment Working Group :Organisational changes, skills and the role of leadership required by eGovernment


Uk presidency

UK Presidency

  • DGs Resolutions

    • NL - Maastricht, 22-23 November 2004

    • LU - Mondorf-les-Bains, 9-10 June 2005

      (www.epan.org)


Uk presidency1

UK Presidency

  • eGovernment Working Group : e-Skills

    • Public sector and Private sector

    • Professionalisation / Career path

    • Skills frameworks

    • Mini-conference : 27 October 2005

  • Ministerial eGovernment ConferenceTransforming Public Services24-25 November 2005


Mtp 2006 2007

MTP 2006 - 2007

  • Mondorf-les-Bains, 8 June 2005

    • EPAN Priorities (EPAN <> International institutions)

      • improvement of the coordination among the working groups

      • promotion of common projects

      • avoidance of duplication

      • creation of synergies

    • Lisbon cross-cutting activities3. Efficiency of public administration

      • ICT licence for administrative staff (HR WG and DSIPA)

      • Professionalization of ICT staff (eGov WG and DSIPA)


Mtp 2006 20071

MTP 2006 - 2007

  • Human Resources WG1. Strategic Human Resource Management To identify which key competencies/skills are needed in the public administration of tomorrow …2. Leadership Development and Succession Planning… comparing different concepts … and ... exchanging good practices … competency and skills development ...6. Training of civil servantsImprovement in the knowledge, skills and competencies …


Mtp 2006 20072

MTP 2006 - 2007

  • eGovernment WG2. Organisational changes, skills and the role of leadership required to achieve the benefits that effective use of ICT can bringTo continue the discussion on the acquisition of the relevant skills and competencies as well as on the implications of eGovernment on recruitment, training, functions and professional development of civil servants.


Mtp 2006 20073

MTP 2006 - 2007

Regulation

QualityInnovationSecurity

HRM

ICT

Leadership


Egovernment people and skills

eGovernment : People and Skills

  • eGovernment(Commission of the European Communities - 26.9.2003)Use of ICT in public administrations combined with organisational change and new skills in order to improve public services and democratic processes and strengthen support to public policies


Luxembourg

Foresight

Foresight methodology by job experts workgroup

Objective: anticipate the evolution of ICT skills of jobs

ICT

skills

reference frame

Innosertion platform

Self-assessment

Training

Individual assessment of the ICT skills level per job with automatic training proposal

Recommendations for new training courses or new training content

Luxembourg

www.innosertion.lu


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