Public Administration and Personnel Department, Ministry of Finance CYPRUS PRESIDENCY – EUPAN “Top Executives Development” Eliza Loizou Public Administration and Personnel Officer A´ Joint HRWG/IPSG meeting 15 -16 October, 2012, Limassol
MTP – Bridging Trio Work on Top Executives Cyprus Presidency of the Council of the EU COORDINATION, COOPERATION & COLLABORATION THINK TANKS POLISH PRES RECRUITMENT ENABLERS OF CHANGE & INNOVATION COMPETENCIES PERFORMANCE CONTRACT MODELS DANISH PRES DEVELOPMENT. . . CYPRUS PRES . . . DEVELOPMENT • TRAINING • SUPPORT • EMPOWERMENT
CY Presidency – TE Development Cyprus Presidency of the Council of the EU Focus/goal : To explore the state-of-play and reflect on the way forward on TE Development initiatives/activities aiming at enhancing the capacity of TPMs to achieve high personal and organizational performance in a challenging environment
Work methods and Roadmap Cyprus Presidency of the Council of the EU • Thematic Paper - Sent to EUPAN members on 3 rd August 2012 • Request for input by 12 th September 2012 - Extension till 21 st September 2012 Pre meeting • Collection of input-24 responses – Consolidated document for sharing knowledge and practices 15 -16 October 2012 • Presentation of input - Key points/ Initial thoughts/ Main themes WG • National case presentations – Insight into practices on TE Meeting Development • Group work - Key questions and Plenary discussion • Thematic Paper – Evolution/ enrichment with material from case presentations, input from EUPAN members, discussions & reflections Post 5 -6 December 2012 Meeting • Presentation • Discussion - 59 th DG meeting
TE Development: Questions to EUPAN members: 1. What´s been happening in the past 3 -5 years in the area of TPM development in your pa? 2. In your opinion what needs to be done for taking forward the development of TPMs in light of new challenges faced by pa?
Our expectations from TPMs. . Cyprus Presidency of the Council of the EU . . . ´Professional TPM is a prerequisite for an efficient and result oriented public sector. . . ´ It is expected from TPM that they perform as leaders instead of just as managers and must be able to manager change in public organisations in such a way that encourages employees to form part of the reform movement. . ´TPMs must display high sensibility for the political and societal context´
Our expectations from TPMs. . Cyprus Presidency of the Council of the EU …´Top public managers who launch innovations in their own area of influence must be able to motivate, define tasks, lead staff, develop and serve as role models. . . ´the worsening of the crisis has underlined the need of a vision and. . . ´the promotion of talent strategy, strong leadership competencies and people and talented professionals management skills to implement becomes a necessity, not a reforms quickly and effectively´. . . just a desire´. . .
TPM Development-Trends & Themes Cyprus Presidency of the Council of the EU §Variety of tools/approaches §Professionalization of TPM management §Statutory provisions reg. TPM conditions §More explicit/integrated strategies §Specialized training programs §Emphasis on leadership, strategic & management development §Innovative and interactive approach to T&D §Adoption/update of competency frameworks §Development projects co-financed by ESF
Content/focus of Training Programs Cyprus Presidency of the Council of the EU §Leadership development §Strategic management §Change/crisis management §Quality management §Modern HRM §Communication and interpersonal relations §Innovation and quality §Orientation towards an administration focused on citizens, families and companies §Personal development §Knowledge management §Work-life balance §Internationalization §Public Policy §Public Finance §Public Procurement §Accountancy §Performance-based budgeting §Mobbing §Confident business image/media presence §Information Technology
Other tools for development & empowerment of TPMs Cyprus Presidency of the Council of the EU §Individual plans of professional development §Networking events, Leadership forums §Diversified career path (job transfer, fellowships) §Mobility & Job Rotation- enhances qualifications and competencies §Mentoring-active transfer of knowledge from more experienced TPMs §Performance assessment systems §Management Agreements §Talent management/future leaders programs
TPM Development- Way forward Cyprus Presidency of the Council of the EU . . . ”Development initiatives should be of direct relevance to TPM’s and their roles and implemented in a format that fits in with the demands and time pressures faced by TPM’s in. their working environment”. . . ”support offered to TPMs, conferring a broader autonomy in decision making and support in the implementation of strategies and action plans developed” . . ”Empowerment of managers is the single most important factor. . ”give responsibility to managers so they can take responsibility” “. . Good leadership touches to intrinsic human skills. . being aware and act on less direct controllable aspects of organization: feelings, vitality, well being, values, vision, passion”
TPM Development- Way forward §Attractive and challenging training courses-tailored to individual needs of TPMs §Less theoretical-more practical orientation to T&D §Further emphasis on building networks of TPMs §Sharing knowledge and experiences with Top Management from Private Sector, other countries, politicians §Form ´support service´ for TPMs in everyday work §Development of effective performance assessment tools for TPMs
´Critical´ TPM Competencies §Communication and persuasion §Human-oriented Leadership §Strategic thinking &vision §Multi-task and well-rounded skills §Adapting to changing environment and challenges (incl. financial challenges) §Solution/results -orientation §Citizen satisfaction- orientation §Co-creative and intense quality thinking §Innovative approach §Ability to cooperate with all stakeholders
Challenges & response Cyprus Presidency of the Council of the EU § Evaluate Difficult to evaluate/monitor the effectiveness of development activities Context of crisislimited resources for T&D development activities to ensure they are fit for purpose § Set up systematic strategies for leadership development, based on diagnosis of the national challenges § Measure organizational impact and performance before and after the development activity § Implement in daily praxis the goals identified in training programs Create opportunities for informal learning Make use of e-learning tools Self-education is also very important (elearning, learning by doing, meetings with experts § Utilize ESF where possible § § §
Consultation and involvement with TPMs for the identification and design of a development initiative is key to ensuring their buy-in and successful implementation of TPM Development programmes
Thank you for your attention Cyprus Presidency of the Council of the EU Questions - Initial thoughts Any additional points that should be added
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