Training for Sustainable Change Managing Human Capital at the...
Transcript of Training for Sustainable Change Managing Human Capital at the...
Showcasing and Rewarding European Public Excellence www.epsa2009.eu©
Training for Sustainable ChangeTraining for Sustainable Change Managing Human Capital at the Municipality of PortoManaging Human Capital at the Municipality of Porto
Sofia Alves
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Training for Sustainable ChangeTraining for Sustainable Change Table of contents
Introduction / Background
Project Objectives
Project Implementation
Project Results
Conclusion
1
2
3
4
5
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1. Introduction 1. Introduction -- Municipality of PortoMunicipality of Porto
2nd largest Municipality in Portugal - 2863 employees; 94,49 % holding permanent public bond
Municipal Council: Executive Council - 7
70 Managing Staff – 31 Men; 39 Women- 3 year renewable service commission: 12 Municipal Directors
(appointed); 20 Heads of Department (public recruitment) and 38 Heads of Division (public recruitment)
15 Municipal directions or equivalent
Rui RioMayor
o Environment and Urban Services;o Urbanism;o Public Ways;o Education and Youth;o Tourism;o Legal Affairs;o Fairs, Markets and Sanitary Inspection
o Presidency Services;o Fire Department;o Municipal Police;o Finance and Patrimony;o Studies and Planning;o Information Systems;o Human Resources;o Culture;
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1. Background1. Background
Lisbon Strategy
Portuguese National Employment Plan
“North 2015”
Portuguese Public Administration
‐
Heavy Loaded
‐
Centralised
‐
Bureaucratic
‐
Hierarchically
structured
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Underskilled
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Change resistant
‐
Scarce resources
‐
Early‐staged MBO
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Focused on internal procedures
Portuguese Public Administration
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Heavy Loaded
‐
Centralised
‐
Bureaucratic
‐
Hierarchically
structured
‐
Underskilled
‐
Change resistant
‐
Scarce resources
‐
Early‐staged MBO
‐
Focused on internal procedures
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1. Background 1. Background -- SnapshotSnapshot
* Data on the 31st
December
3.303
75
41
14
15,89%
64,78%% Employees up to 9 yrs of school% Employees up to 9 yrs of school
No. of EmployeesNo. of EmployeesNo. of Employees
Managing StaffManaging Staff
Average ageAverage age
Average AntiquityAverage Antiquity
Higher Education IndexHigher Education Index
2.863
70
43
17
19,46%
56,90%
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2. Project 2. Project OverviewOverview andand ObjectivesObjectives
ChallengesChallenges
ChangeChangeChancesChancesFeedback
AwarenessMotivation
Skills & AbilitiesOpportunities
Start-up: 2005 with a transversal approach Objective: leaders and employees as Agents of Sustainable ChangeAgents of Sustainable ChangeMain features: Self Assessment through CAF followed by EFQM
Focus on Development through continuous experiencingProcesses improvement and behavioural enhancementRegular Monitoring and Assessment
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Managers/Leaders
37.44934.179
27.24424.516
0
5.000
10.000
15.000
20.000
25.000
30.000
35.000
40.000
2005 2006 2007 2008
Absenteeism by Ilness - daysBeer
& wine
Consuption
in
Municipal Canteens
0
5000
10000
15000
20000
25000
2006 2007 2008
Beer lt.Wine lt.
•
1021 tests•
< 82,49%
3. Project 3. Project ImplementationImplementation –– Transversal Transversal ApproachApproach
CAF/Surveys: 15 Citizenship: 25Training: 20Quality Management System: 35Assiduity Control: 15Addictions Prevention and Treatment: 30Hygiene and Safety: 10
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% Global Satisfaction concerning Customer Care (2006/08)
1 210
43 45
0,3 0,45,3
36,8
57,3
010203040506070
Very Unsastisf ied Unsatisf ied Indiferent Satisf ied Very Satisf ied2006 2008
% Global Satisfaction concerning service delivery (2006/08)
1 3
14
4339
0,2 1,47,4
42,748,3
0
10
20
30
40
50
60
VeryUnsatisfied
Unsatisfied Indiferent Satisfied Very Satisfied
2006 2008
SI 2006 86,4%
SI 200890%
3. Project 3. Project ImplementationImplementation -- ProactiveProactive InformationInformation InputInput
SI 2006 83,2%
SI 200887,6%
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2005/06 training volume for managers increased 135%
2005/08 participation rate of managers has doubled
Impact / Results Evaluation (2008) - Pre / Post Training Competence Levels (%)
83,10%
51,74%
0,0%10,0%20,0%30,0%40,0%50,0%60,0%70,0%80,0%90,0%
100,0%
Pre-Training Post-Training
3. Project 3. Project ImplementationImplementation –– TrainingTraining for for ChangeChange
Training directed at technical and behavioural competences development
Involvement in training definition and assessment
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2010-201112 mobilities approved under
LDV Programme
2007-20099 mobilities
3. Project 3. Project ImplementationImplementation -- InternationalInternational ExperiencingExperiencing
Looking outwards for best practice and best way to incorporate it in the serviceTalent managementFull involvement in programme definition; impact assessmentGoing outside their comfort zonesUpskilling; Personal development; Broaden Horizons
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684 626 670
0
150
300
450
600
750
2007 2008 2009*
Ongoing RVC of Competences in AdultEducation Processes
3. Project 3. Project ImplementationImplementation –– UpskillingUpskilling
Motivate staff Recognise new competences’importance to service - Internal RecruitmentManage professional and school tasksChance for UpskillingRespond to new challenges
* Until September
More than 600 attending up to secondary level educationMore than 100 attending Higher education level
Working Students
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131147 151
189
0
25
50
75
100
125
150
175
200
2005 2006 2007 2008
Nº of Internal Mobility Processes
3. Project 3. Project ImplementationImplementation –– InternalInternal MobilityMobility
Management of Staff Profile vs PositionNegotiation focusChances of New working positions inside the institutionChallenge of non static professional paths and new talent developmentWorklife balance
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To assure quality management system activitieson schedule
To assure improvement action flow on schedule
Modernise and Agilise Municipal Administration
3. Project 3. Project ImplementationImplementation –– StrategicStrategic AlignmentAlignment
To deploy at least one improvement action
Definition of service and staff goals aligned with strategic goalsDevelop positive staff stress Motivate through goal definitionStrategic ThinkingFocusing on the outcomePerformance driven workDevelopment chancesProject as challenges
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Dutch Delegation
Swedish Deleg. of Umëa
3. Project 3. Project ImplementationImplementation –– BenchlearningBenchlearning
National School of Public Adm.Communities of Practice
Knowledge of best practicesEnlarged vision of Public Sector ManagementCooperation ChancesBi-directional BenchlearningChance to take the stageChallenge: routine breaks
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Group exercise
Surveillances
Stop‐smoking
Labour gymnastics
Parents/childrenIPEs
3. Project 3. Project ImplementationImplementation ––Healthy Lifestyles/Healthy Lifestyles/WorklifeWorklife BalanceBalance
Consciousness of well being variables vs impact on performanceInvolvement in non-task related activitiesFeeling that the institution cares also at personal levelMotivate staff involvement
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Doing more and better with increasingly less;
Anchored development
Involvement as the driving force for decision making
and project implementation
In(Ex)ternal networking
Teamwork
Communication
3. Project 3. Project ImplementationImplementation ––Web EffectWeb Effect
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4. Structural Project Results4. Structural Project Results
• Sustainable
• Impacts on citizens
• Based upon involvement
• Cost-effective
• High replication potential
Training for Sustainable ChangeTraining for Sustainable Change
LEADERS AND EMPLOYEES AS AGENTS OF CHANGE
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