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GPSM Shared Commitments for the Practice SURVEY RESULTS

GPSM Shared Commitments for the Practice SURVEY RESULTS. Nick Manning September 19, 2013. Survey Summary. 155 people took the survey The highest response rates of units were in LEGJR (100%), MNSPS (100%), and PRMPS (97%) Staff were mostly GG (37.6%) and GF (25.3%) Survey covers:

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GPSM Shared Commitments for the Practice SURVEY RESULTS

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  1. GPSM Shared Commitments for the Practice SURVEY RESULTS Nick Manning September 19, 2013

  2. Survey Summary • 155 people took the survey • The highest response rates of units were in LEGJR (100%), MNSPS (100%), and PRMPS (97%) • Staff were mostly GG (37.6%) and GF (25.3%) • Survey covers: • Profile of our staff • Connectivity, awareness and innovativeness within the practice • Professional discussions • Support functions: websites, AskGov, etc.. • Staff support: career advice and cross-support • Opportunities for collaboration with sectors

  3. Profile of our Staff Under 50% of our staff have government experience. Of those who worked in Government, the majority was central government staff in either Finance or Donor Agencies.

  4. Connectivity to the GPSM Practice Only 42.9% of our staff feel connected to the practice. • Suggestions to strengthen connectivity: • Improve networking/cross-support • Dissemination of innovative work products • Stronger anchor and staff mapped to the anchor, lended to regions. • More frequent training/events • Knowledge management focused on common themes • More frequent communication • Better clarity on work programs/areas of focus • Improved on-boarding • PRMPS and ECA feel the most connected • LAC and MNA feel the least connected

  5. Awareness of GPSM thematic developments Only 28% of staff feel up-to-date on GPSM thematic developments.

  6. 20.3% believe the practice should focus on maintaining existing work programs and product lines. 52.5% believe the practice should move into new and innovative areas. Innovativeness of the GPSM Practice • Suggestions to strengthen the innovativeness of the GPSM practice: • Stronger thematic and regional exchanges will help to identify innovative areas • Scanning experiences and lessons from outside the Bank • Working more closely with sectors because the impact of our work often translates into results for the sectors • Innovative Areas: ICT/e-government; Design Thinking; Science of Delivery; Service Delivery Units; Behavioral Economics; SOEs; Organizational science… • Enablers: Funding Flexibility, Risk Tolerance, and Exchanges (internal and external)

  7. Professional Discussions 67% of our staff are not satisfied by the opportunities available for professional discussions. Only 49% feel supported by sector manager to allocated time to these discussions. • Suggestions to improve opportunities for professional discussions: • More cross-thematic discussion and dialogue • Better knowledge management • Better drawing on country level experience in key areas

  8. Support Functions: AskGov Help Desk Almost 60% of our staff have never used AskGov. Reasons cited for not using it: Of those who have used the AskGov Help Desk, 67% are pleased with the response received. • Not aware of its existence • No need/reliance on other networks • Unsure of the speed and quality of response

  9. Support Functions: Websites 75% of staff rarely visit GPSM websites Why? • Lack of awareness of what exists • Sites not user friendly or searchable • Content not helpful/weak source of information

  10. Staff Support: Career Advice 64% of our staff have not received career advice from management or HR this year. But of those who received advice, 66% were satisfied with the advice. This is in line with FY 11 Practice Survey which found that only 24% of PS respondents received “some feedback” or “detailed feedback” on staff performance (10th among 17 sectors identified across networks).

  11. Staff Support: Cross Support Most staff do not think there are frequent opportunities for cross support and/or voluntary rotations.

  12. Top 3 sectors with the greatest opportunities for near-term collaboration Additional sectors identified as having strong or very strong opportunities for collaboration include: (i) Poverty, Social Protection and Labor (59.2%), (ii) Education (57.5%), (iii) Oil, Gas and Mining (57.2%), and (iv) FPD (56.9%)

  13. Going Forward • Key findings: • Staff do not feel connected to the practice on the whole • Most believe we should be more innovative in the areas we work in • Professional discussions should be enhanced • Staff are generally unaware of services available to support them (websites, AskGov Help Desk, …) and of major initiatives underway (49% of staff are unaware of the work to develop ISPMS) • Support to staff in terms of career advice and cross support opportunities is limited. • These findings are consistent with the FY 11 WB Practice Survey which also identified significant challenges in PS talent management, training, etc.. • This survey provides us with a baseline on many of the shared commitments that we agreed to. We will be tracking our progress against this. • Going forward, we have a solid volunteer base (80% of staff who took the survey volunteered) to help improve training, indicators, and knowledge

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