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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


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
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
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.”




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 ...”

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.

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


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


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






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

Foresight methodology by job experts workgroup

Objective: anticipate the evolution of ICT skills of jobs



reference frame

Innosertion platform



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

Recommendations for new training courses or new training content