people strategy for the civil service 2017 -...
TRANSCRIPT
People Strategy for the Civil Service 2017 - 2020
An Roinn Caiteachais Phoiblí agus Athchóirithe | Department of Public Expenditure and Reform
CS People Strategy 2017 – 2020https://www.gov.ie/en/publication/6f5766-people-strategy-for-the-civil-service/
3 An Roinn Caiteachais Phoiblí agus Athchóirithe | Department of Public Expenditure and Reform
Programme Roadmap
September 2019
Action 26 Review of the Civil Service HR Operating Model (HROM)
5© 2018 Deloitte Ireland LLP. All rights reserved.
The Civil Service Renewal Plan (2014)
Review of HROM: Why?
The strategic HR projectAction 26: design a new, fit-for-purpose, strategic HR operating model
PROJECT AMBITION
The purpose of this project is to design a new HR operating model to:
• build strategic HR capability
• improve workforce performance through structural and cultural reforms
• develop an approach to evaluate the effectiveness of HR reforms
Our Public Service 2020 (OPS 2020)3 also highlights a number of key people related focus areas. Developing our people and organisations
The Civil Service People Strategy (2017-2020) was developed2 to deliver on the Civil Service Renewal Plan and further identified strengthening strategic HR capability
References: 1The Civil Service Renewal Plan. 2The Civil Service People Strategy (2017-2020). 3Our Public Service 2020 (OPS 2020).
Strategic HR Focus Group© 2018 Deloitte Ireland LLP. All rights reserved. 6
Work distribution analysis by DepartmentKey insights ‘as is’ from the work activity analysis
On average 46% of time is allocated to Administration and Inquiries across the pilot organisations
That percentage increases when considering the departments alone which not uncommon however normally seen as part of shared service activity
Time spent on Delivery and Strategy & Design varies significantly across the pilot departments while consultation is broadly the same
10% of time is spent on “Other” services, including participating in working groups; HR administration and clerical work; management of freedom of information requests and general governance
28.3%
17.6%
18.1%
12.7%
13.2%
10.1%
Administration
Inquiries
Delivery
Consultation
Strategy & Design
Other31.2 FTE 40.2 FTE
67.2 FTE
24.5 FTE
43.6 FTE
30.4 FTE
71 FTE
72.1 FTE
20.1 FTE
68.1 FTE
4.8 FTE
19.05%
32.50%
30.91%
31.07%
44.20%
10.80%
21.79%
16.87%
18.93%
34.80%
25.96%
13.78%
11.09%
17.96%
6.00%
17.61%
13.38%
10.83%
9.44%
10.80%
20.64%
7.00%
14.87%
10.72%
4.20%
3.88%
6.48%
10.65%
4.44%
2.07%
5.09%
4.78%
7.43%
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00%
CSHRD
DAFM
DBEI
DEASP
DRCD
Administration
Inquiries
Delivery
Consultation
Strategy & Design
Other HR
Other non-HR2
DPER HR Operating Model As Is and Visioning Lab output 7© 2018 Deloitte Ireland LLP. All rights reserved.
As-is themes and priority areasKey findings
Findings from across all data sources; quantitative survey data; analysis of current HR structure and operating model; and consultation findings, were analysed and grouped together to identify the three primary themes. The as-is review identified significant opportunity to create capacity, grow capability, empower the HR community and boost HR credibility.
Talent loss due to retirement poses a significantsustainability risk to the Civil Service.02
03 Effective performance management is not a reality in theCivil Service and, in its current practice, may prevent aculture of high performance.
04 Learning and development has emerged as a key priorityarea in relation to role specific technical skills (e.g. HR,Finance, ICT, Communications, etc.).
The impact of the people manager role is limited due to alack of clarity and accountability combined with mixedcapability.
01 05 Processes are not consistent, leading to both an inefficientuse of resources and service delivery model.
08 Strategic HR is not enabled through the current HRoperating model which has arisen from the organic natureof the development of HR in the Civil Service, and facilitateslimited integration, collaboration and partnership across CivilService HR Departments and internally between Departments.
Professionalisation of HR is currently not facilitated in theCivil Service limiting the impact and value HR can deliver.07
06 Technology significantly inhibits the effectiveness of HR inthe Civil Service and prevents data driven decision making.
THEME 2: HR FUNDAMENTALS AND ENABLERS
THEME 3: STRATEGIC HR
THEME 1: CIVIL SERVICE TALENT DEVELOPMENT
Strategic HR Focus Group© 2018 Deloitte Ireland LLP. All rights reserved. 8
Delivering strategic HR will provide many benefits to the Civil Service The case for change
Research by Bersin by Deloitte, shows that when HRoperates with high impact, the business excels.Organisations that implement a high impact HRoperating model are better able to adapt to marketchanges, accelerate introduction of new services,operate efficiently, and respond to customer needs morequickly.
• Reduce attrition and increase retention by ensuring the needs of changing workforce demographics can be met within theCivil Service. This includes focussing on required training and development and supporting mobility across the Civil Service
• Increase engagement in the workforce by identifying people challenges and addressing them with both local and cross sectoralinitiatives
• Manage and reduce underperformance through upskilling people managers to tackle the difficult conversations and providingthem with the enablers and support to do so
• Increase people manager capability through targeted development programmes and providing appropriate support channelsthrough self service to on the ground support
• Improve knowledge management by planning for the workforce of the future and being prepared for employee movements inand out of roles, thus preventing knowledge loss and shortening the learning curve for new joiners
• An estimated 25.1% of the total local HR and CSHRD capacity could be made available for re-investmentin strategic HR. This is a result of administrative and inquiry work, currently completed by local HR and CSHRD,being reassigned to shared and central services
By providing services to HR customers in a
consistent, efficient and best practice manner, HR
will have a greater impact on the
organisation at a strategic level. These are the types of benefits that
can be achieved by focussing on embedding strategic HR through a HR operating model
Reference: 4. High-Impact HR: Building Organisational Performance from the Ground Up, 2014
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Body Level Five9 An Roinn Caiteachais Phoiblí agus Athchóirithe | Department of Public Expenditure and Reform
Review of HROM Co-design
• 3 Co-design sessions
• Reps from 4 pilots orgs, National Shared Service Office, Public Appointments Service, Civil Service HR Division
• Agreed 28 Future HR service descriptions
• RACI for these services – Responsible, Accountable, Consulted, Informed
• Best practice and model for civil service
• Workshop 13 March
Process name Deloitte best practice HR process description
SeparationManage voluntary and involuntary employee separations, which includes providing counselling, performing exit activities and recording separation data
Process name Deloitte best practice HR process description
Employee Exit
Manage voluntary and involuntary employee exits, including retirements. Provide employee exit support and access to Employee Assistance Services, perform exit activities and record data.
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Body Level Five10 An Roinn Caiteachais Phoiblí agus Athchóirithe | Department of Public Expenditure and Reform
Future HR Service Catalogue Identifying where HR work will sit in the future model
DPER HR Operating Model As Is and Visioning Lab output 11© 2018 Deloitte Ireland LLP. All rights reserved.
6 recommendations to get to the future HR operating modelRecommendations
To achieve the future state vision of strategic HR in the Civil Service and address the challenges identified in the as-is priority areas, sixrecommendations have been developed. These recommendations encompass the future HR operating model*, which along with the projects todeliver on the People Strategy for the Civil Service (2017 – 2020) and Our Public Service 2020, set the pathway to deliver strategic HR in theCivil Service.
BFormalise HR expertise through four communities of expertisecentrally strengthening the level of expertise in specific HR specialisms toprovide enhanced support from the centre, with local deployment whererequired.
C Differentiate the local HR delivery model reflecting the varying needsof the Departments.
A
Transition to a HR business partnering model introducing dedicatedHR Business Partners and HR Advisors who work closely with businessleaders, people managers and employees to help build organisational andpeople capabilities.
DOptimise and enhance the role of shared and central servicestransferring a percentage of the transactional activity from local HR to theNSSO and PAS, following their engagement and buy-in, enabling local HRto focus on higher value activities.
EInvest in people capability uplift increasing people manager capabilityand professionalising HR through the creation of career paths, andsupporting structures for HR employees.
FInvest in HR enablers consistent HR processes, policies and a modern technology platform will enable data driven decision making and increase the credibility of HR across the Civil Service.
HR EnablersProcess, policy, technology, data, insights, capability
Shared and Central Servicese.g. NSSO, PAS
HR LeadershipLocal HR leadership teams, CHRO leadership team and shared & central services
leadership teams
Governancee.g. CSMB
HR Business Partnering
Local delivery of strategic HR
HR Business Partners
HR Advisors
Communities of Expertise
Research and best practice view and delivery of strategic HR topics
Performance, Career and Talent Management CoE
OneLearning CoE
HR Strategy CoE
Policy CoE
HR Customers
Business Leaders
People Managers
Employees
Other (e.g. applicants, ex-
employees)
1 42 3
12 An Roinn Caiteachais Phoiblí agus Athchóirithe | Department of Public Expenditure and Reform
Programme Roadmap
September 2019
Action 27 Implementation of Future HROM
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Body Level Five14 An Roinn Caiteachais Phoiblí agus Athchóirithe | Department of Public Expenditure and Reform
The Roadmap to Strategic HR –High Level Summary
Proof of Concept
Year 1
Business Case approved
Project scoped
Pilots identified*
Assessment and Design of HRBP and CoE commenced
Assessment and Design of HR processes commenced
Year 2
End to end process review completed**
Capacity in local HRs created*
HRBP and CoE functions implemented*
HCM Strategy Developed**
Year 3
Evaluate COE and HR BP pilots
Further capacity developed
Roll out of HR BP and COE to all departments
Leveraged HRBP designed and issues explored
HCM Project
Year 4
Leveraged HRBP model rolled out
HCM Project
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Body Level Five15 An Roinn Caiteachais Phoiblí agus Athchóirithe | Department of Public Expenditure and Reform
HROM Phase 2 – Proof of Concept
•Three pilot organisations Department of Employment Affairs and Social ProtectionDepartment of Business, Enterprise and InnovationDepartment of Public Expenditure and Reform – CS HR Division
•Four Working Groups – wider collaborationHR Business Partners Working GroupCommunity of Expertise Working GroupProfessionalisation of HR Working GroupPeople Manager Working Group
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Body Level Five16 An Roinn Caiteachais Phoiblí agus Athchóirithe | Department of Public Expenditure and Reform
Phase 2 Detailed Design and Implementation – Consultants Support
Summary of Tender
a) Further detailed design and consultation
• Detailed design HRBP, COE components
• High level process design
• Deeper analysis of “could” and “should”
b) Support implementation in pilots
• Design transition approach to individual roles
• Implement HRBP and COE functions
• Transition to new roles• Record methodology
c) Change management programme
• Develop Change management and comms plan, including readiness assessment
• Implement change programme
• Governance structures
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Body Level Five17 An Roinn Caiteachais Phoiblí agus Athchóirithe | Department of Public Expenditure and Reform
HROM - Metrics
People Strategy Metrics
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Body Level Five19 An Roinn Caiteachais Phoiblí agus Athchóirithe | Department of Public Expenditure and Reform
Baseline Metrics
33 baseline metrics agreed in consultation with HR Community
HR Dashboards being developed for local HR, Community of Expertise (CoE) and People Managers
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Body Level Five20 An Roinn Caiteachais Phoiblí agus Athchóirithe | Department of Public Expenditure and Reform
Baseline Metrics
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Body Level Five21 An Roinn Caiteachais Phoiblí agus Athchóirithe | Department of Public Expenditure and Reform
Baseline Metrics (contd)
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Body Level Five22 An Roinn Caiteachais Phoiblí agus Athchóirithe | Department of Public Expenditure and Reform
Baseline Metrics (contd)
An Roinn Caiteachais Phoiblí agus Athchóirithe | Department of Public Expenditure and Reform
People Strategy Programme Consolidated Benefits
Accountability• Improved culture of accountability for people managers
Capability• Increased capability of the workforce
Engagement• Higher levels of engagement across the Civil Service
Performance• Improved performance across the Civil Service
Information (data)
• Capturing the right data and utilising it in the most effective manner for more effective decision making