Human Resource Management Actionable Governance Indicators

Instrument Development

Presentation to Public Sector Governance BoardGary J. Reid

May 8, 2008

IEG Review of Bank Support for CSR

Uneven success rates– Low in weak public sector management environments– Reasonable in strong public sector management

environments Factors contributing to these uneven success rates

– Lack of standardized, systematic country analytic work on CSR issues

– Lack of standardized, systematic monitoring of CSR impacts

– Over-promising – Setting expectations too high– Lack of consistency in addressing key sequencing

requirements of CSR– Inadequate attention paid to political economy challenges of

CSR

HRM AGI Instrument Can Help Address Most IEG-identified Factors Limiting CSR Impacts

Direct contributions of HRM AGI instrument– Facilitate standardized, systematic country

analytic work on CSR issues– Facilitate standardized, systematic monitoring of

CSR impacts– Reduce over-promising

Indirect contributions– Facilitate learning on how to effectively address

key sequencing requirements of CSR

Important Features of the HRM AGI Instrument Design

Modular Permits users to prioritize across design, practice and

performance dimensions Includes Annex to facilitate gathering of important descriptive

statistics on pay and employment practices, but employing a given country’s position classifications

Facilitates consistent, empirically grounded analysis of HRM policies, practices and impacts

Captures data required to empirically analyse what design and practice features actually do contribute to what impacts – i.e., facilitates learning over time.

What Are AGIs?

Actionable governance indicators (AGIs) provide evidence on the characteristics and functioning of particular elements and sub-elements of the various dimensions of governance.

HRM AGI Instrument

Governance systems features captured– Legal framework– Design and implementation features

Rules (formal and in practice) Capacities

– Performance evidence By core HRM objectives

– Attract and retain required human capital– Fiscally sustainable wage bill– Depoliticized, meritocratic human resource management (HRM)– Ethical behavior by civil servants– Performance-focusing HRM– Effective working relationships with other cadres

Legal Framework

Multiple, mutually exclusive public administration labor regimes

– Political appointees– Civil servants– Contract personnel– Service delivery professionals

Sensible divisions of responsibility and authority within each labor regime

– Policy setting– Management of cadre staff– Oversight– Redress

Design and Implementation Features: Rules

Attract and retain required staff– Remuneration policies and practices, including

pension policies and practices– Non-remuneration policies and practices– Policies and practices for attracting and retaining

staff in unattractive locations

Fiscally sustainable wage bill– Establishment control policies and practices– Wage bill control policies and practices

Design and Implementation Features: Rules (cont.)

Depoliticized, meritocratic HRM practices– Recruitment and selection policies and practices (entry vs.

non-entry level) Competition Criteria Screening procedures Decision steps (long-listing, short-listing, final selection)

– Equal opportunity policies and practices (if applicable)– Disciplinary procedures and practices– Redress mechanism

Ethical behavior– Conflict of interest requirements– Code of ethics – Asset declaration requirements

Design and Implementation Features: Rules (cont.)

Performance-focusing HRM practices– Performance accountability of organizational units– Personnel performance appraisal policies and practices– Promotion policies and practices

Competition Criteria Checks

– Performance-related pay practices– Mobility options for certain types of positions

Design and Implementation Features: Rules (cont.)

Effective working relationships with other cadres– Policies and practices aimed at achieving clear

differentiation in roles, responsibilities, authority and accontabilities

– Policies and practices aimed at ensuring buy-in to those differentiations

Design and Implementation Features: Capacities

HRM policy-setting agents have adequate– Authority (organizational stature; legal authority)– Resources (staffing #s and quality, staff training, budget,

management systems characteristics) HR management agents have adequate

– Authority– Resources

HRM oversight agents have adequate– Authority– Resources

HRM redress agents have adequate– Authority– Resources

Performance

Attract and retain required staff Fiscally sustainable wage bill Depoliticized, meritocratic HRM practices Ethical behavior Performance-focusing HRM practices Effective working relationships with other

cadres

Performance: Attract and Retain

Average number of qualified (long-listed) applicants per advertised position is approximately constant across types of positions

Annual turnover rates among recent recruits (e.g., over the first 3 years following recruitment)

– Average– Variation across types of positions

Incidence of post-graduate degrees among managerial and professional staff

Performance: Fiscally Sustainable Wage Bill

Wage bill is affordable and within overall fiscal framework, and does not crowd out other necessary expenses – Wage bill/GDP– Non-wage recurrent budget/total recurrent budget

Performance: Depoliticized, Meritocratic HRM Practices

Quarterly turnover rates of civil servants (vs. political appointees) mapped against changes in political leadership

Quarterly transfer rates of civil servants (vs. political appointees) mapped against changes in political leadership

Performance: Performance-focusing HRM Practices

Absenteeism rates– Average– Variance across

Types of positions Organizational units

Performance appraisal ratings concentration in the top (or top two) ratings

Performance: Ethical Behavior of Civil Servants

Incidence of disciplinary actions short of dismissals

Incidence of dismissals for disciplinary reasons

Next Steps

AGI HRM development and roll-out– Pilot civil service (CS) module in limited number of countries

across most Regions (Moldova, Tajikistan, Tanzania, Ghana, [Yemen], Paraguay, Guatemala, Peru) (June 2008)

– Complete construction of remaining modules of the HRM AGI instrument (Service delivery professionals (SDP), contract workers (CW), political appointees (Pol)) (July 2008)

– Revise CS module based on lessons from pilots (July 2008)– Roll-out of revised CS module for use in policy, investment and TA

operations, as well as in CASs (launch Fall 2008)– Pilot remaining modules (SDP, CW, Pol) (Fall 2008)– Roll-out remaining modules for use in policy, investment and TA

operations, as well as in CASs (launch December 2008)

Next Steps (cont.)

Build broader constituency to endorse and support roll-out of HRM AGI instrument

– Establish multi-donor working group on HRM AGI Instrument and its use (Fall 2008)

– Establish international network of CSR leaders and gurus to endorse HRM AGI instrument and its use (Fall 2008)

Introduce new standard AAA product based on HRM AGI instrument: Personnel Management Review (PMR) (Winter 2009)

Develop HRM Peer Assisted Learning communities of practice in Regions, using the instrument as one tool for focusing the work in those HRM PALs (launch Fall 2009)

AGI and HRM AGI Websites

AGI work: agi HRM AGI Instrument: Civil Service Module

– Legal Framework https://www.surveymonkey.com/s.aspx?sm=YN8KzcIpK6Sz4ajS4sGY6Q_3d_3d

– Design Features I: Attract & retain, Wage bill sustainability, Meritocratic/depoliticized CS management https://www.surveymonkey.com/s.aspx?sm=N998zag_2byCyFIxGlxfvahw_3d_3d

– Design Features II: Meritocratic/depoliticized CS management, Performance-focusing CS management, Ethical behavior, Effective working relations across cadres https://www.surveymonkey.com/s.aspx?sm=H5h7MKwPXZJVIx7r0LA9HA_3d_3d

Thank you, and discussion