STRATEGIC HUMAN RESOURCE MANAGEMENT SURVEY 2015Working Party for Public Employment and ManagementApril 21, 2015

PAST SHRM SURVEYS

2010 SHRM Survey: unique data for PEM at OECD

Relevance of SHRM Survey

• There is no other comprehensive, internationally comparative HRM practices dataset in the world

• The World Bank’s Actionable Governance Indicators (AGI) contains a tool to collect HRM practices data, but it is available only for a few non-OECD countries

• Carried out twice: in 2005 and 2010

SHRM data in G@G 2011

• Composite indicators on:– strategic HRM – senior civil service practices – delegation of HRM practices to line ministries – extent of use of performance assessment – Extent of use of performance-related pay

Managing the managers

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0.9

1

Composite Indicator OECD31 Average

The use of separate HRM practices for senior civil servants in the central government

Source: OECD Strategic Human Resource Management Survey 2010

Managing the managers as a separate group

2321 20

1816

Existence ofseparate group

of SCS

More emphasison the

management oftheir

performance

Centrally definedskills profile for

SCS

Recruited with amore centralised

process

More emphasison avoidingconflicts of

interest

*Number of OECD countries

Source: OECD Strategic Human Resource Management Survey 2010

THE CURRENT UPDATE

Areas of the survey

1. HR delegation and institutional framework2. Data-driven HRM3. HRM strategy and planning4. Recruitment5. Career development and promotion6. HRM at senior levels7. Tenure, mobility and turnover8. Work conditions and organisational culture9. Determination of pay10. Restructuring and dismissal11. Industrial relations12. HRM for innovation

SHRM at Senior Levels

• Classification of SCS: is there one?• Difference in employment framework from

other staff• Identification and selection process

– use of external vs internal recruitment

• Centrally defined skill/competency framework

SHRM at Senior Levels

• Performance regime• Average length of tenure• Mobility • Political Administrative Interface:

– Turnover after elections, – clarity of role differentiation, – political appointment process, – mobility between political and administrative

positions.

Questions for Discussion

• What are the key elements of SCS accountability systems that should be compared across countries?

• Of the areas in the survey related to HRM at Senior Levels, which are current priorities?

• Which comparative data would provide the most value added for the immediate and longer-term strategic HRM challenges in your country?