THE FIRST NATIONAL WORKSHOP ON: ADMINISTRATIVE REFORM MANAGEMENT AND QUALIFICATION OF HUMAN RESOURCES

Transcription

1 Kingdom Of Morocco Ministry Of Civil Service And Administrative Reform THE FIRST NATIONAL WORKSHOP ON: ADMINISTRATIVE REFORM MANAGEMENT AND QUALIFICATION OF HUMAN RESOURCES RABAT 7-8 MAY 2002

2 This document contains a vision for developing the human resources management system taking into consideration the following problematics : The problematic linked to the general environment of administration by the absence of a clear vision of human resources management, the excessive concentration of human resources management and the weakness of existing means ; The problematic linked to the management of human resources management characterized by the prevailing classical management of personnel, the amplification of administrative structures without not being linked to the real needs of public administrations and the oversizing of state personnels. The axes of this study are : the recruitment, the performance management, permanent training, internal promotion and the mobility. I- The recruitment : 1- The causes of the problematic : absence of a predictive analysis of competences ; weakness in recruitment mechanisms ; lack of professionalism within entities in change of human resources management ; excessive concentration at the level of budgeting posts management; lack of adjective criteria based on merit in terms of nomination at the higher positions. 2- The consequences of the problematic : decrease in the quality of services and communication with the citizens ; shortage of competences and oversized personnels creating effects on the starial body ; unbalanced geographical repartition of civil servants at the level of central and local grades ; appearance of introvert civil servant phenomenon among the young services. 3- Towards a new vision of recruitment : adoption of a managerial conception based on the strategic planning of human resources ; Ministère de la Fonction Publique et de la Réforme Administrative Maroc- 2

3 setting up of a banque of information allowing the identification of needs and future requirements for the development of competences ; generalization of the recruitment model to encompasse all the frames and grades of administrations ; the regularization of the making at disposition and simplification of secondement procedures ; recourse to recruitment by contract limited in time ; the setting up of a posts analysis and description system. 4- Concrete measures : standardization of procedures managing competitions ; involvement of services in charge of personnel nomination into all the process of recruitment ; training and qualification updating of responsibles and services in charge of human resources management ; institution at the level of the Ministry of Civil Service and Administrative Reform of an information bank concerning the civil servants and agents. II- Performance management : 1- The drawbacks of actual system of marking : absence of strategic planning of human resources ; absence of posts description and evaluation system ; weakness of public management evaluation system ; absence of evaluation mechanisms based on diagnosis and audit techniques ; the narrowness of the existing system of marking does not allow it to judge precisely the production of agents ; the promotion is not motivating and produce no impact on the performance ; the integration is but a simple formatting through it produces great legal effects for the administration ; the current system stands on power of estimation ; lack of appreciation culture and absence of communication and exchange between the agent and his hierarchical senior. 2- the consequences : Ministère de la Fonction Publique et de la Réforme Administrative Maroc- 3

4 weakness at the level of services quality ; prevailing of classical management ; appearance of perverce behaviors ; oversized state personnels. 3- the new vision of performance management : a- the objectives : to increase the productivity and to ameliorate the services quality ; to encourage the communication in a climate of exchange and collaboration ; to contribute to the establishment of linked precise objectives ; to consider the evaluation as a referential of permanent training ; to strengthen transparence and objectivity in the process of evaluation ; to allow a better appreciation by the hierarchical of attitudes, feelings and problems of the collaborator ; to contribute to the motivation of civil servants. b- the principals : For the administration : development of a culture of evaluation and stabilize at the level of quality of services delivered to citizens. For the civil servant : the guaranty of rights and equality in the evaluation of his performance. 4- The measures : adoption evaluation criteria on the basis of five categories : excellent, very good, good, average, weak ; necessity of introducing an approach focalized on the interview of evaluation as a means to increase the participation and communication ; strengthening of coordination among public administrations ; development of evaluation according to the requirements linked to posts and professional dimension ; adoption of new techniques based on the achieved results and analysis of gaps ; necessity of setting up of accompaniment measures so as to consolidate the performance management system. III- permanent training : Ministère de la Fonction Publique et de la Réforme Administrative Maroc- 4

5 1- the diagnosis : absence of a training global strategy ; absence of cohesion between the permanent training system and other policies of resources management ; absence of horizontal coordination in the domain of permanent training ; the decree of 1957 which no longer responds to the challanges of the modernization process which has already been launched within the administration ; absence of a financial frame which encourages the auto financing of permanent training ; rigidity and slowness of accounting and financial procedures of administrations ; the dominating culture considers the permanent training as a supplementary change and not as an investment ; lack of experts for the supervision of continues training programs ; absence of ethical rules ; weakness of supervision within the administration ; excessive concentration of permanent training programs within the administration ; absence of professional acquirements acknowledgements system ; the teaching system makes of a diploma an end in itself ; the dominating culture makes job security and stability a major objective which does not encourage the acquisition of new skills or the exploitation of other career trajectories. 2- a new vision of permanent training : adoption of a project of decree related to permanent training for state officials and those of local collectivities, to dynamize the higher council of civil service precisely after having strengthened its attributions in terms of human resources management and permanent training, enhensing the role of the Ministry of civil service and administrative Reform by charping her of the elaboration and evaluation of permanent training strategy, creation of regional administration institutions, Ministère de la Fonction Publique et de la Réforme Administrative Maroc- 5

6 necessity to make of administrative entities in charge of permanent training services that are managed in an autonomous way, elaboration by the Ministry of civil service and administrative Reform of a directorate scheme of training, necessity for the ministerial departments to adopt, on the basis of the national directorate scheme sectorial plans of permanent training, creation of a budgetary line reserved to the permanent training at the level of each department s budget, rationalization of permanent training management, dynamization of pedagogical supervision by having recource to national experts. IV INTERNAL PROMOTION : 1- the diagnosis : blakage of international promotion because of the system of quota imposed by particular status; adoption of circumstancial remedies (exceptional promotion); promotion on the basis of diploma is made without link to the needs of administration and without any consideration of meri; the promotion on the basis of competitions and tests does not allow it to proceed to a pertinent evaluation of candidates; the promotion on the basis of choice relies essentially on the estimative power of the administration. 2- the consequences : creation of budgetary posts without feeling the need for them; loss of equilibrium in terms of supervision within the administration; increasing the public expenditure; repercussion on advancing procedures. 3- a new vision : for integration : the elaboration of training/insertion programmes so as to facilitate integration of young civil servants in an active life; for the advancing chart : it might be imagined to introduce automatique promotion each time the officer meets the required conditions. Ministère de la Fonction Publique et de la Réforme Administrative Maroc- 6

7 for the advancement at the level of grade : the promotion must be harmonized with the dispositions of the project texts related to the permanent training of state personnets and those of local collectivities; for the advancement of grade it is necessary to adopt two rhythems of advancement the quick one (of two years) and the slow one (of three years). V- THE MOBILITY : 1- the constraints : the career system makes of the nomination to a position a definitive act; the lack of concordance between the particular statuts; the dominating culture makes of the officer crucial element ; the enequality in terms of advantages between the ministerial departments; the social constraints constitute another obstacle to the mobility because the officers always seek to be in familial stability 2- some proposition : elaborate studies and researches tending to clarify the objectives of mobility; to institute a relation between functional mobility and permanent training; extend the mobility to include all categories of officers; rganize permanent training programmes and sunsitizing campagnes; to predict measures of accompagniment precisely the secondment procedures simplification and the transfer budgetary posts among departments every year; In what concern the positions of responsibility, it is necessary to develop the exchanges among departments and to widen the scope of mobility of serious flourishing. The budgetary constraints must be displayed so as to correct them. 3- conditions of mobility implementing : delimitation of the time of occupation of posts according to the requirements of posts and candidates profiles; creation of competences reference; elaboration of career plans; Ministère de la Fonction Publique et de la Réforme Administrative Maroc- 7

8 organization of modility in two phases : in the first one, vertical mobility (intra administration) in the second one, horizontal modility (inter administration). Ministère de la Fonction Publique et de la Réforme Administrative Maroc- 8