10 relationship management (customer focus) · relationship management (customer focus) governance...
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ESF 4.100 – Developing Core Skills in the Public Service Operational Programme II – Cohesion Policy 2007-2013
Empowering People for More Jobs and a Better Quality of Life
Training part-financed by the European Union
European Social Fund (ESF) Co-financing rate: 85% EU funds; 15% National Funds
Investing in your future
CENTRE FOR DEVELOPMENT, RESEARCH AND TRAINING training and development
Office of the Prime Minister
San Salvatore Bastion, Sa Maison Road, Floriana FRN 1610
t 22001884 f 22001877
www.cdrt.gov.,mt
Travel Regulations and Procedures in the Public Service
10 RELATIONSHIP MANAGEMENT (CUSTOMER FOCUS)
Public Relations Consultation Exercises with Internal and External Stakeholders
11 GOVERNANCE
Corporate Environmental Responsibility in the Public Administration Enhancing Management Control within the Public Administration Practical Risk Management Workshop Green Public Procurement Ethics Overseas Development Assistance Overview of the Key Legislative and Administrative Issues Affecting the Public Service
12 INFORMATION MANAGEMENT AND ANALYSIS
Data Protection Awareness Programme Using Windows 8 Electronic Public Procurement Microsoft Excel as a Database Microsoft Excel Formulas ECDL Base: Computer Essentials * ECDL Base: Online Essentials * ECDL Base: Word Processing * ECDL Base: Spreadsheets * ECDL Standard: Database * ECDL Standard: Presentation * ECDL Standard: IT Security * ECDL Advanced : Word Processing * ECDL Advanced : Spreadsheets * ECDL Advanced : Database * ECDL Advanced : Presentation * Email * Desktop Publishing * MS Project *
Budgeting, Cost, and Management Analysis * Market Research and Analysis for Public Procurement * Financial Management and Policy Making * International Trends and Best Practices in Financial Management and Policy Making in the Public Service *
Public Procurement Regulations and Procedures Procurement by Contracting Authorities Inventory Management and Control for Public Officers Introduction to Green Public Procurement Anti-Fraud and Corruption Mapping out Terms of Reference and Specifications Foundation Course in Economics Marketing in the Non-Business (Public Sector)
4 INTERPERSONAL SKILLS AND COMMUNICATION
Speech Writing and Speech Making Effective Briefing and Corresponding
5 DECISION MAKING AND ANALYTICAL THINKING
Critical Thinking
6 SELF-MANAGEMENT AND SELF-DEVELOPMENT
Time and Self-Management Pre-retirement Programme Assertiveness for Maximum Impact Managing Performance Stress Emotional Intelligence at Work Cultivating the Craft of Judgment Soft Skills for Success: The Brain Exchange Roundtable Motivation and Performance
7 MANAGEMENT OF CHANGE
Strategic Change Management Managing Change in the Public Administration Preparing for Council Meetings * Funding Programmes in the EU *
8 INNOVATION AND CREATIVITY
Generating Ideas for New Projects
9 TECHNICAL ABILITY AND OPERATIONAL COMPETENCE
How to Organise and Minute MeetingsWriting Skills Learning Skills The Art of Writing a Good Report EU Programmes Reporting * Taħriġ fil-Lingwa Maltija Project Management Train the Trainer Training Needs Analysis PSMC: Conditions of Service of Public Officers The Public Service Recruitment Portal
the road to management
If you are interested in making a career in the public service, you might be
considering how this will progress in future and how you could go about
climbing the management ladder. The Public Service needs fresh ideas and
initiatives, and welcomes people who are interested in a fulfilling and
rewarding career within it. It is natural, when you are part of such an
organization, to find yourself very often thinking how you would manage it
if you were heading a department yourself or what you would do differently
if you were in charge
As many have found out, though, it is not always easy to make this
transition to management level. You might have to implement unpopular
decisions, or persuade your people to do things in a new way that is far
from what they are used to. As the saying goes, it is lonely at the top.
Having a solid preparation for this role helps no end. There are various
courses you can attend, to help prepare you for this role. Some of them
have been specifically designed to equip you with the basic skills that are
considered a requisite for these positions. Other training can be part of a
longer process of preparation. It is ideal that as you move from a clerical or
executive role to one of middle and, later, senior management, you
supplement the experience you are gaining with formal and informal learn-
ing in various areas, but management in particular.
The Management training on offer at CDRT aims to help you build this pack-
age of competencies that are required. Other competencies would be
related to the specific nature of the ministry or organization concerned, and
training in that field would need to be undertaken separately. The CDRT
prospectus offers the full range of training available until October 2015 and
is available both as a pamphlet and on our website
www.cdrt.gov.mt/prospectus . The courses that are being highlighted in this
brochure are those pertaining to management.
STEP 1 | Discuss with your line manager As you map out your career, it is important that you tie your personal devel-opment needs with those of your organization. In the same way that you discuss your work targets with your line manager, it will be helpful to dis-cuss what skills and competencies you need to develop to help you reach those targets. When you apply for a training course, it is best if you discuss what you hope to achieve from it together with your line manager. Eventu-ally CDRT would need to know from line managers whether these objectives have been reached. It helps us evaluate that training we offer and improve it from year to year.
STEP 2 | Identify the competencies CDRT has arrived at a number of competencies that people in management should have. These can be grouped under 12 general headings of Strategic management Leadership and people management Financial, resource and business management Interpersonal skills and communication Decision making and analytical thinking Self-management and self-development Management of change
weeks and ask you a few simple questions such as whether the training has
made a difference in your work, whether you are putting what you learnt into
practice or even, maybe, if you feel you could do with a follow-up
programme. There will be other times when we will also discuss these issues
with your line manager, as it is important for us to learn whether the
objectives that you would have set together have been met.
We don’t mean to be intrusive, but we do feel it is our responsibility to en-
sure that the training we offer meets your expectations… and leads to a bet-
ter service.
At the end of the day, we are striving to meet the same goals. It is important that we work together and we are always willing to listen to suggestions or to learn of new ways in which we can collaborate. So do keep in touch! The CDRT team wishes you every success.
Public Officers interested in attending courses should refer to the legend below which indicates, next to each course, the training section responsible for the training:
MANAGEMENT DEVELOPMENT SECTION [email protected] | 22001892-93-94
CONTINUOUS DEVELOPMENT SECTION [email protected] | 22001882-76-79
POLICY AND GOVERNMENT TRAINING SECTION [email protected] | 22001880-91-1900
CORPORATE SERVICES TRAINING SECTION [email protected] | 22001886-3
ICT TRAINING SECTION [email protected] | 22001904-6-7
1 STRATEGIC MANAGEMENT
Enhancing Performance in Public Administration
2 LEADERSHIP AND PEOPLE MANAGEMENT
Executive Leadership Managing with Leadership Mentoring Conflict Resolution Creating High Performance Teams Building Effective Teams Working as a Team Advanced Course in Customer Care
3 FINANCIAL, RESOURCE AND BUSINESS MANAGEMENT
Foundation Course in Economics for Public Officers Accounting Practices within the Public Service * Basic Accounting Principles * Principles of Financial Management * Aspects of Internal and External Audits * International Trends and Best Practices in Internal Audits in the Public Service * International Trends and Best Practices in External Audits in the Public Service * The Meaning of Quality in Public Administration
Innovation and creativity Technical ability and operational competence Relationship management (customer focus) Governance Information management and analysis It is important for you, in discussion with your line manager, to identify which
areas you particularly feel the need to strengthen. Eventually, when you start
moving up the ladder, the training and development programmes that you have
attended will carry weight. It will show that you have taken an interest in
developing your skills and competencies and that you are taking your career
progression seriously. It will help if you also take your training seriously.
At CDRT we encourage full participation on our programmes as we believe that in
that way, the training leaves the desired impact. When we evaluate our
programmes, we like to see their effectiveness. The programme can only be effec-
tive if it has made a difference in the way you work. It is vital, therefore, that you
choose the courses well.
May we suggest that you first start with those areas in which you particularly feel
you require help in order to develop? However, no matter how confident you feel
in other spheres, it is always recommended that you keep abreast with changes
that are continuously taking place. Refresher training and workshops will help
r einforce those fields where you already have gained some knowledge, and
make you more confident in your approach.
STEP 3 | Identify the course
There is a limit to how many days one can spend away from the workplace to
attend training. It is therefore important to choose well. Once you have identified
the competencies you need to work on, you will then need to pick a particular
course within that competency. In this booklet you will find all the information
you need as to what the programme consists of, who should attend and how long
it will take. When you have decided, please fill in our downloadable form and
send it in, endorsed by your line manager. We need the information on the form
in order to keep track of the development initiatives in the Public Service through
our Training Management System. Some of the programmes are co-financed
through an ESF project aimed at developing core skills in the Public Service. These
will need a separate application form. You will easily make out which these pro-
grammes are as they have all been marked with an asterisk. A number of small
teams at CDRT take care of the various training areas. Their contact details are
also found here. Please feel free to call them with any question or difficulty you
may have. They will be only too happy to help.
STEP 4 – Evaluating the programmes
The training cycle would not be complete if we do not assess how the training
went. We will ask you to fill in a feedback form to help us gauge this. This will also
enable us to improve any future programmes. But the information we receive
from you will also help us identify new training needs, thus bringing the cycle to a
close.
We strongly encourage you to take action points with you after each training
course. Do try and put these into practice. This is where you will get the maximum
benefit out of the course. On occasion, we will come back to you after a few