Survey on Strategic Human Resource Management

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1 Survey on Strategic Human Resource Management in Central Governments of OECD countries (2010) Preliminary Results Paris, 07 November 2011 Cornelia Lercher

2 Main focus: Background and Aim of the Survey Scope of the Survey Content: 1. Main General Employment Framework 2. Changes in Employment Levels 3. Composition of Employment 4. Organisation of HR Management and Planning 5. Human Resources Management Practise 6. The Senior Management in the Public Service 7. Industrial Relations

3 Background and Aim of the Survey BACKGROUND/TIMELINE: The State of the Public Service Previous survey: conducted in 2006 result: OECD (2008): The State of the Public Service and inputs for HRM and government reviews Last survey: conducted in OECD countries + Brazil, the Russian Federation and Ukraine aim: increased understanding of challenges and practises of public workforce products: The State of the Public Service, Government at a Glance 2011 and 2013

4 Scope of the Survey Planning Implementation Service delivery (main categories) Ministries Agencies Doctors and nurses Professors and teachers Police and judges Military State- Owned enterprises Other service delivery categories National/Federal Sub-national level 1 (e.g. states, regions) Sub-national level 2 (e.g. municipalities) Focus on administrative staff in central government

5 Difference: (-) and N.A. How are senior managers identified and recruited? They are originally selected by competitive examination early on in their careers and managed as a group throughout their careers Through career progression within the public service only A good proportion of management positions are open to external recruitment All recruitment goes through panel recruitment Assessment centres are used regularly Final decision is bounded by report of panel/ assessment centre AUSTRALIA HUNGARY - - N.A. N.A. N.A. ICELAND - - N.A. N.A. N.A. IRELAND - - N.A. N.A. N.A. ISRAEL ITALY - N.A. N.A. N.A. JAPAN - - N.A. N.A. N.A. KOREA - - N.A. N.A. N.A. SPAIN - N.A. N.A. N.A. SWEDEN - - N.A. N.A. N.A. SWITZERLAND TURKEY - - N.A. N.A. N.A. UNITED KINGDOM - - N.A. N.A. N.A. UNITED STATES - - N.A. N.A. N.A. ( - ) Not Applicable N.A. Not Available

6 1. Main General Employment Framework At central/national/federal level of government, is public service employment regulated by an Employment Framework? Only a proportion of employees is regulated by the GEF?

7 2. Changes in Employment Levels Anticipated changes in employment levels in more than 50% of agencies and ministries (2010) Source: OECD (2011): Government at a Glance 2011, OECD Publishing, Paris.

8 3. Composition of Employment

9 4. Organisation of HRM and Planning I Delegation of HRM responsibilities to line ministries in central government

10 1 year 2-3years 4-5 years 6-9 years 10 years More than 10 years Other 4. Organisation of HRM and Planning II Is forward looking planning in place to make sure that government has the adequate workforce to deliver services? How many years is this kind of HR planning done? Yes, and there is a formalised and regular whole of government systematic process in place for workforce planning Yes, but the design of the framework is left to the discretion of the different organisations Yes, when and where the need arises (ad hoc) No Column1 Australia Austria Belgium Canada Chile Czech Republic Denmark Total ( - ) Not Applicable

11 5. Human Resource Management Practise I Most important factors to determine base salary in the different hierarchical levels

12 5. Human Resource Management Practise II 1-3 days 3-5 days 5-7 days 7-10 days Other Average length of training per year per employee 4 countries 12 countries 4 countries 5 countries 7 countries Poland Australia Denmark Hungary Czech Republic Portugal Austria Iceland Italy Germany United Kingdom Belgium Israel Spain Ireland United States Estonia Spain Sweden Korea Finland Russian Federation Norway France Brazil Greece Ukraine Mexico Netherlands Slovak Republic Slovenia Switzerland

13 6. Senior Management in Public Service Use of separate HRM practices for senior civil servants (SCS) (2010) Existence of separate group of SCS Recruited with a more centralised process More emphasis on the management of their performance The part of their pay that is performance-related is higher Appointment contract is for a specific term YES NO

14 7. Industrial Relations Extent of union involvement in HRM issues

15 Further Steps Verification of the data by the countries Contacting country by country for specific questions by the Secretariat Data review and feedback/confirmation by the countries until 25 November 2011 to Oscar Huerta Melchor and Cornelia Lercher Public Governance and Territorial Development Directorate Reform of the Public Sector

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