china-europe public administration project ii ( cepa ii ) prof.dr.hasenritter workshop on...

China-Europe Public Administration Project II ( CEPA II )

Prof.Dr.Hasenritterwww.hasenritter.de

Workshop on Recruitment and Performance Appraisal

http://www.hasenritter.de/


Recruitment for Civil Service and PSO – The political mandate in China

According to documents issued by the Organization Department of the Central Committee of the CPC and MoHRSS, organizing and personnel departments at all levels are expressly required to implement open recruitment


Recruitment for Civil Service – The example of United Kingdom

The Section10 of the Constitutional Reform and Governance Act 2010 requires selection for appointment to the Civil Service to be on merit on the basis of fair and open competition (“the requirement”) and section 11 of that Act requires that the Civil Service Commission (“the Commission”) publishes Recruitment Principles to be applied for the purposes of the requirement. This document sets out those principles.

•Merit - means the appointment of the best available person: no one should be appointed to a job unless they are competent to do it and the job must be offered to the person who would do it best. •Fair – means there is no bias in the assessment of candidates. Selection processes must be objective, impartial and applied consistently.

•Open - means that job opportunities must be advertised publicly and potential candidates given reasonable access to information about the job and its requirements, and about the selection process.


Recruitment for Civil Service – The example of Germany

The selection of candidates is based on qualifications, skills and professional achievement, regardless of gender, ethnicity, race or ethnic origin, disability, religion or belief, political beliefs, national origin, family relationships or sexual identity.

There is a legal obligation that open positions must be published and are subject to open competition


The scope of competition is depending on post or career based systems

Career System

Position System

Recruitment only to entry positions

Specific diplomas and/ or education for a specific career

Training and/or probation period at the beginning

Recruitment also to midcareer jobs

Specific skill set as requirements for the specific postNo training period


Career based and Position based countries

Career Position

Out of the 27 countries 18 have a career system and 9 have a post based system

Denmark, Italy, Netherlands, Finnland, Sweden, UK

Belgium, Germany, Greece, Spain, France, Ireland, Austria, Portugal


The scope of open competition

•Open competition is garuanted for the entry positions in all countries and also for the other posts in post based systems.•In career based system open positions are in most cases only internally published. As far as higher posts are open for external applicants they will be published•Publication takes place in the Internet and/or Official Organs and/or Newspapers


Centralisation versus decentralisation in recruitment decision making

• In 15 out of 27 countries the recruitment procedures are centrally regulated

• Centralised competitions for entry positions are organised in Belgium, France, Greece, Ireland, Italy, Luxembourg, Portugal and Spain. Other countries will publish open posts subject to competition for all open posts

• In the Europe of the 15 the decision making in recruitment is centralised in 1 country, partly centralised in 4 countries and decentralised in 10 countries( Agencies, Regions, local leel ).

• For the new entries since 2004 we have no valid information


Rights of the Applicants

•In the Europe of the 15 there is a right to appeal against negative decisions for the applicants secured at least through the access to administrative courts•For the new entries since 2004 we can assume the same situation because the introducation of administratve law and administrative procedures law had a high priority in the accession negotiations


Definition of Service Products/Outputs and Functional Skills as a precondition for the selection process

Functional Skills CategoryProduct 1Sources of country and regional informationInventory of public accessible market studiesAbility to interpret the results of market studiesElements of marketing studiesCause-effect relationsships in MarketingAbility to derive a rough demand estimate from available statistical data

UUUB+U B+

Product/Output 1 Advice on foreign markets and sectors provided to member companies


• Entry Conditions Foreign Trade Advisor• Service / Organisation Unit:• Foreign Economic Relations / Foreign Trade • Position:• Expert• Education:• Masters Degree in Business Administration or Macro-Economics• Training Courses taken:• Working Experience:• 3 years in private sector• Language skills:• Very good command of English and one further language• Computer skills:• Advanced Knowledge and Usage of Windows, Microsoft Office Set Products ( Word, Excel,

Powerpoint, Outlook ) • Familiar with Internet Search Strategies


Products/Outputs of a driver: Transports the staff of the OrganisationOrganises the maintenance of the car and does minor repairsOffice Assistance like fotocopying and messenger services

Functional Skills

Product 1Ability to estimate distances and time under traffic conditionsTraffic rules and regulationsAbility to find a locations and streets from a mapMemorized knowledge of major parts of the Istanbul province road systemMemorized knowledge how to find places frequently visited by Chamber organs and staffKnowledge of procurement and booking procedures within the ChamberProduct 2Knowledge of all major car components and warning systemsAbility to initially analyse the reasons of failure of standard car componentsAbility to replace non complex components with an enduser standard tool setProduct 3Handling of fotocopying equipmentKnowledge of ISO's internal service structureActual jobholders


Methods of staff selection

• Evaluation of Applicant documents like certificates, curriculum vitae, references

• Self presentation of the Applicant • Interview with the Applicant• Tests: language test, speed of writing test, mathematical

test, technical knowledge tests, intelligence tests, personality tests

• Assessment Center: A one up to several days procedure to measure the behaviour of applicants in a scenario close to the real professional environment. 6-8 Applicants are working in groups or individually with practical tasks ( Presentation, drafting letters, giving a lecture, group discussions with or without predefined roles, working groups )


Methods of staff selection

• Scientific Research has proven that the Assessment Center delivers the best results in the selection of staff: Applicants that have been selected with this method show better results in management and daily operations than applicants that have been selected with other methods

• The Assessment Center is a costly approach. The most cost-efficient approach would be an E-Assessment Center as it has been developed in the UK. However this cannot measure certain behavioural aspects


Staff selection for PSO –the example of United Kingdom• 1. Registration• 2. Selection of Fast Stream Schemes

3. Online self-assessment tests (7 days)These verbal and numerical reasoning tests are purely for your own benefit.

• 4. Online practice tests (7 days)These tests, though optional, are highly recommended.

• 5. Online selection tests (7 days)– Verbal reasoning– Numerical reasoning– Competency questionnaire– It is the results of these tests – and these tests alone – that

determine whether you progress to the next stage. Click here for further guidance on taking the tests.

http://faststream.civilservice.gov.uk/Global/Docs/OnlineTestsAdvice.pdf


Staff selection for PSO –the example of United Kingdom

• 6. Options selection (7 days) and e-application form (7 days)Your invitation to stages 7 onwardswill depend each time on your passing the previous stage.

• 7. Supervised e-Tray exercise– Numerical and verbal reasoning re-test– E-Tray exercise– This will take place at a regional centre over the course of half a

day. You can find an example e-Tray exercise here.• 8. Analytical specialist assessment

Half day specialist assessment event for Economist, Operational Researcher, Social Researcher and Statistician applicants only.

• 9. One-day assessment centreThe assessment centre will be in London. You can download an online copy of the assessment

http://faststream.civilservice.gov.uk/How-do-I-apply/Example-e-Tray-Excercise/

http://faststream.civilservice.gov.uk/Global/Docs/Fast-Stream-Assessment-Centre.pdf


Staff selection in the European Commission


There are two broad types of competencies:

• Work-based competencies which set out what people have to be able to do if they are going to achieve the results required in the job. The areas of competence are expressed as outputs and standards of performance that must be attained in all the main elements of the job. They describe the standards required in specific roles, jobs or occupations.

• Behavioural competencies which describe the personal characteristics and behaviour required for successful performance in such areas as interpersonal skills, leadership, personal drive, communications skills, team membership and analytical ability.

Types of competencies


Dimension an description of competencies

Dimensions Description Mental skills

This dimension covers and describes the mental and intellectual capacities and abilities

Procedural Competences

This dimension covers and describes the modality how the given tasks are realized; furthermore it covers and describes the capacities and skills to organize him-/herself and the system of tasks

Professional competencies

This dimension covers and describes the professional competencies. The professional knowledge necessary for the job is not the most important point, but the competency of methods, i.e. the capacity and skills to make the necessary professional knowledge accessible.

Communication skills

This dimension covers and describes how the employee behaves in the context of other persons in the organization (superior, colleagues, subordinated members of staff) and outside the organization (citizen, customer). This includes the dimensions of communication and the respective skills.


Dimension an description of competencies

Leadership skills

This dimension covers and describes the behavior of a superior how he/she conducts the steering and controlling of staff and tasks. It is not separate from the other dimensions, but an own category and differs on the number of subordinated staff and the areas of responsibilities.

Output of work

This dimension covers and describes the individual effort and contribution to the results of work in respect of quality and quantity.

Ethics (Morality)

Note: this dimension is relevant, but not part of the performance appraisal!

Additional activities; special professional and methodological knowledge

Activities that do not belong to the respective job, but can be useful for it: language skills, computer skills, training skills


Staff Evaluation Company Cooperation

Staff Evaluation Company CooperationWeight

Achievement

Achievement

Performance Criteria in %( 2,4,6,8,10 ) X Weight

Consultancy services in co-operation issues provided 10 10 100Company profile elaborated or obtained 10 10 100Company representatives visited ISO 5 10 50Visits to member Companies accomplished 5 10 50Search for suitable potential partners in Ist., abroad 10 10 100Two-ways-contacts with partners established 10 10 100Information aquired or/and exchanged 10 10 100Volume of Cooperation agreements achieved 20 10 200Customer satisfaction 20 10 200 Result 100 1000Result X Overall Weight (0,50) 500


Staff Evaluation Company CooperationSocial skills Criteria Ability to listen 10 10 100Sensitivity 10 10 100Tolerance 10 10 100Politeness 10 10 100Warmness 10 10 100Readyness for group work 10 10 100Consensus achieving 10 10 100Flexibility to adopt 10 10 100Bargaining competence 10 10 100Punctuality 10 10 100 Result 100 1000

Result X Overall Weight (0,50) 250


Staff Evaluation Company CooperationPersonal skills Criteria Oral expression 7 10 70Written expression 7 10 70Praesentation skills 7 10 70Problem Analysis Skills 7 10 70Assessment Skills 7 10 70Creativity 7 10 70Risk taking 7 10 70Motivation 16 10 160Energy 7 10 70Endurance 7 10 70Persistence 7 10 70Determination 7 10 70Stress Tolerance 7 10 70 Result 100 1000Result X Overall Weight (0,50) 250

Overall result 1000


Performance Measurement for Local Government

Products for LOCAL GOVERNMENT

Performance Measurement for agreed time periods

Job description

Action Plan/ Qualification measures

Building permit issued Number of Building Permits Financial volume of planned constructions costs Cycle time between the application and building permission issued.

Complete-ness Check of the ApplicationClarify open questions with customerExamine the technical and other legal requirementsCoordinate the effort with other specialised service providersCompose decision

Familiarise with national and EU-Aquis


Performance Measurement for Local GovernmentProduct Performance Targets: Volumes

Number of Building Permits per months 100Financial volume of planned constructions costs 10 MioCycle time between the application and building permission issued. 3 months

Staff Evaluation Building Permission Weight

Achievement Achievement

Performance Criteria in % ( 2,4,6,8,10 ) X Weight

Number of Building Permits 20 10 200

Financial volume of planned constructions costs 20 10 200

Cycle time between the application and building permission issued. 10 10 100

Personal Skills 25 10 250

Social Skills 25 10 250

Sum: 1000


Volume recordingAggregate Volume / Number recordingrefers to and is requested for the following types of services

1. Number and generated income from different sources

1. Number, coverage and generated income from sales

1. Number, coverage and participants of external and internal training measures

1. Number, coverage and participants of Seminars

1. Number, coverage and participants of Workshops

1. Number, coverage and participants of exhibition and fair events organized and /or assisted

1. Number, coverage and participants of other events for external customers

1. Number and coverage of Volunteary Advisory Services

1. Telephone Requests Handling

1. Written Requests Handling

1. Meeting Requests Handling

1. Number and Coverage of lobbying initiatives


Quality recordingQuality Measurement1. Average Cycle time: Elapsed time between the application for and the final delivery of a service/product1. Approval Rate: % of approvals regarding draft documents by government authorities and Chamber Organs

( General Assembly, BoD, General Secretary1. Membership Survey: A representative sample survey with member companies measuring the image of ISO and

the performance of major ISO services.1. Customer Satisfaction Survey: A survey with a customer measuring the customer satisfaction after a service

has been delivered to the customer.1. Training Survey: A yearly survey with member companies analysing their training demand.1. Training/Seminar Evaluation: A survey measuring the success rate of trainings/seminars based on the

perceived opinions of the participants.1. Other Surveys. Surveys in other specialised service areas like publications, library and IT to measure the

perceived quality of the service1. Quality Compliance Tests: Tests made by management functions evaluating the quality of the services

delivered.1. Check List Compliance Tests: Tests made by the management and/or internal quality audit evaluating

compliance with check lists to be followed during service delivery1. Internal Quality Audit: Systematic and independent examination to determine whether quality activities and

related results comply with planned arrangements, and whether these arrangements are implented efficiently, effectively and are suitable to achieve objectives


Performance based payment in Europe

In the past, most performance assessment systems did not make the individual performance assessment the focus behind the criteria. These systems frequently had symbolic value. The employees were rated very subjectively and "too good" – if rated at all. Good assessments were inflated with very low volumes to be distributed for nearly everybody. We have now an "individualisation" trend within the field of human resource management. Where personnel appraisal is concerned, this development leads to the introduction of individual target agreements that are embedded in a target definition system valid for the entire organisation.


Performance based payment in Europe

• We have successful examples of performance based payment in Denmark, Finnland and Great Britain.

• Germany has introduced a performance based salary component with 8 % of the overall wage amount for the Public Sector. Results are mixed until now caused by a lack of solid performance criteria


Thank you for your patience in listening to me

china-europe public administration project ii ( cepa ii ) prof.dr.hasenritter workshop on...

Documents

open recruitment slide

open competition slide

recruitment principles

beginning recruitment

post based systems

post based system denmark

specific post

civil service commission