our people, our future - our public service 2020 · 2019-10-31 · education attainment in public...

OUR PEOPLE, OUR FUTURE

Building a Diverse and Innovative Public Service

The Printworks, Dublin Castle.

Paul Reid CEO, Health Service Executive.

Paul MorrinAssistant Director General, Central Statistics Office.

Ireland now –public and private sectors

Paul Morrin, Assistant Director General,

Statistical System Co-ordination, CSOOctober 30, 2019

Mandate of the CSO

The National Data Infrastructure (NDI)

Without structure all we have is “Silos

of data”

To extract value:

• Data must be organised;

• Data has to be blended/integrated

Businesses(UBI, EIRCODE)

Households(EIRCODE)

Persons(PPSN, EIRCODE)

Progress to date under Renewal and OPS 2020

• Cross-departmental NDI Champions Group established in 2017

• Expanded to include Public Sector Bodies in June under OPS 2020 Action 7

• Dashboard on coverage of identifiers developed as a tool to measure progress of NDI with regular reporting of progress to CSMB

• Includes high value Public Service datasets identified by Departments

• OSi Eircode validation application (API) for use by PSBs now live

• The establishment of a Unique Business Identifier (UBI) is moving to requirements gathering stage

• Pathfinder projects, roll-out of Irish Government Statistical Service (IGSS)

Earnings by sector of the economy and earnings

growth since the recession(note; Public Sector definition based on Health, Education and Public admin. sectors includes some private employees)

Earnings growth by year in public and private sectors

85

90

95

100

105

110

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Public Sector Private Sector All Sectors Public Sector ex PL

Share of employment by 15-34 year olds

0

10

20

30

40

50

60

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Private sector Public sector

Share of female employment

0

10

20

30

40

50

60

70

80

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018


Share of non-Irish national employment

0.0

2.0

4.0

6.0

8.0

10.0

12.0

14.0

16.0

18.0

20.0

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018


Share of employees 4+ years in current job

0

10

20

30

40

50

60

70

80

90

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018


Share of graduate employment

0 10 20 30 40 50 60

Primary or below

Lower secondary

Higher secondary

Post secondary non-tertiary

Third level non-honours degree

Third level honours degree or above

Other/Not stated

%

Education attainment in Public & Private Sectors - 2018

Private Sector Public Sector

Households in Dún Laoghaire-Rathdown had highest income

About four euro in every ten earned by residents living in Sligo

came from Public Service, Education & Health

Higher Education outcomes publication

Number of graduates employed in public sector in first

year after graduation, by graduation year

Number of 2010 graduates employed in public sector, by

years since graduation

NFQ breakdown for 2014 graduates in public sector

and across all sectors, at three years after graduation

Number of graduates from STEM fields working in public sector,

at three years after graduation, by graduation year

Summary

• Public service earnings higher but different employee profile

• Public service is less diverse by nationality than private sector

• Gender outcomes better – and part time workers are better paid

• Public service is older but the Irish population is also ageing quickly

• Public service is regionally dispersed

• For graduates, the public service is an ‘employer of choice’

• More data needed! The National Data Infrastructure will help

Grainne McEvoyDirector of Consumer Protection, Central Bank of Ireland.

Central Bank Celebrates Diversity

27

Central Bank of Ireland - RESTRICTED

Gillian Harford

Head of HR Strategy & Planning

Dr. Peter Boylan

Former Master of the National

Maternity Hospital

Shirley Comerford

CEO of the Public Appointments

Service

Paul Morrin

Assistant Director General of the

Central Statistics Office

Gráinne McEvoy

Director of Consumer Protection

at the Central Bank of Ireland

Networking 11:05 – 11:30

Ian CurtinDirector, Deloitte.

The Future of Work: Disruptors & Trends

October 2019

33

Copyright © 2019 Deloitte Development LLC. All rights reserved.

Unprecedented change and opportunity

7Disruptors

Technology is everywhere

6.0 billion+smartphones in the world by 20201

AI, Cognitive Computing, Robotics

€500,000 in 2008€22,000 today5

Tsunami of data

9x more in last 2 years2

Major enabler of machine learning

Jobs vulnerable to automation

35% UK 47% US

77% China6

Diversity and generational change

Millennials 50%3

25% global pop in Africa by 2050 5

Longevity Dividend– 50 year careers4

Explosion in contingent work

US Contingent workers 40% by 20207

Change in nature of a career

2.5 – 5 years: Half-life of skills4.5 years: Average tenure in a job8

1 https://www.cnbc.com/2017/01/17/6-billion-smartphones-will-be-in-circulation-in-2020-ihs-report.html2 https://www-01.ibm.com/software/data/bigdata/what-is-big-data.html3 Annual Global Millennial Study, https://www2.Deloitte.com/uk/en/pages/about-Deloitte-uk/articles/millennial-survey.html 4 https://www.newscientist.com/article/mg23130810-800-the-100year-life-how-should-we-fund-our-lengthening-lives/

5 https://www2.deloitte.com/content/dam/Deloitte/il/Documents/human-capital/Thriving_in_times_of_digita_disruption.pdf

6 http://www.oxfordmartin.ox.ac.uk/downloads/reports/Citi_GPS_Technology_Work_2.pdf

7 Intuit 2020 Report: Twenty Trends that will Shape the next Decade https://http-download.intuit.com/http.intuit/CMO/intuit/futureofsmallbusiness/intuit_2020_report.pdf8 https://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/dttl-hc-english-opentalenteconomy.pdf

34


What appears to be happening

• Mobile, sensors, AI, cognitive computing, data.

• Access to technology by consumers globally.

• Technology infiltrates home and political life.

Time

Technology change

Rate

of

ch

an

ge

Business productivity

Gap in business

performance

potential

35


What is really happening?

1970s 1980s 2000s1990s Today2010s

Technology

Individuals

Businesses

Public policy

Source: Deloitte Human Capital Trends, 2017

Rate

of change

The Future of Work Defined

37


WorkThe type of work people will

do in the future.

WorkplaceThe structure and practices to enable people to create

value in the future

WorkforceThe portfolio of workforces, people and machines, full

time and contingent workers and crowds

Reimagining all dimensions of work

Source: Deloitte, 2017

38


Current work options

1

Who can do the work?2

What work can be automated?1

Increasing automation over the next 10-20 years…

Future work options

Where is the work done?3

Technological advancements enabling new models for interaction between companies, employees, and customers…

Physical Proximity3

Talent Category2

Automation Level

Rethinking combinations of talent, technology and workplace…

The convergence of technology and talent models has opened new opportunities for workforce planning and the composition of work

1 https://smallbiztrends.com/2016/07/20-surprising-stats-freelance-economy.html

“Work” “Workplace”

“Workforce”

39


Increasing automation, cognitive and AI technologies will redefine how work is done

What work can be done by smart machines and robots?

RPA

Internet of Things

Mobile Connected

Workforces

Smart Cities

Cyber-Physical

Production Systems

Smart Workplaces

System of Systems

Autonomous Vehicles

Dig

it

al

Ph

ys

ic

al

Cognitive

AI

Analytics

Digital Platforms

Digital Reality

Devices / Sensors

Robotics

NLP- Natural Language Processing

ML- Machine Learning

NLG– Natural Language Generation

Virtual Assistants

Computer Vision

Speech Recognition

Data Visualization

In-Memory Computing

Cloud Platforms

Blockchain Digital Health

Augmented Reality

Virtual Reality

Mixed Reality

RFID ChipsWearablesMicroelectro-mechanical systems

Drones/UAVs

3D Printing

Surgical RobotsAutomated Picking/Knitting

Chat bots

40


Who can do the work?

FULL / PART TIME EMPLOYEES

JOINT VENTURES

FREELANCERS

GIG WORKERS

CONTRACTORS

CROWDS

O R G A N I Z A T I O N - L E D

T R A D I T I O N A L O P E N

E M P L O Y E E - L E D

New talent approaches are being embraced by organizations to meet the needs of the business and increased expectations from workers

41


Where can the the work be done?

P h y s i c a l P r o x i m i t yC O - L O C A T E D D I S T R I B U T E D

In person meetings, common working

spaces, and campuses

Most participants are in-person with a

combination of remote and distributed

workforces, increasingly mobile with

use of key technologies (i.e.

collaboration platforms, tele/video

conferencing)

Remote and distributed teams,

increasingly leveraging virtual reality

(VR) and augmented reality (AR).

Experts connected to distributed

workers

Physical – Physical Interactions Physical – Virtual Interactions Virtual – Virtual Interactions

As global, around-the-clock, human-and-machine workforces develop it will impact where work can be done

42


Navigating the future of work: pointing individuals, organizations, and public policy in one direction

Potential Implications for

public policy

1. Reimagine lifelong education

2. Transition support for income

and health care

3. Reassess legal and regulatory

policies


organizations

1. Redesign work for technology

and learning

2. Source and integrate talent

across networks

3. Implement new models of

organizational structure,

leadership, culture, and

rewards


individuals

1. Engage in lifelong learning

2. Shape your own career path

3. Pursue your passion

Source: Hagel, John; Schwartz, Jeff; Bersin, Josh. “Navigating the future of work: Can we point business, workers, and social institutions in the same direction?” Deloitte Review 31 July 2017.

Human Capital Trends

44 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved.

From employee

experience to

human

experience:

Putting meaning

back into work

Organizational

performance:

It’s a team sport

Rewards:

Closing the gap

Accessing talent:

It’s more than

acquisition

2 0 1 9 H U M A N C A P I T A L T R E N D S

Leading the social enterprise: Reinvent with a human focus

The future of

the workforce

The future

of the organization

The future

of HR

Learning in the

flow of lifeTalent mobility:

Winning the war on

the home front

HR cloud:

A launch pad, not

a destination

3 C AT E G O R I E S

The alternative

workforce: It’s

now mainstream

From jobs to

superjobs

Leadership for the

21st century: The

intersection of the

traditional and the new

45 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved.

…is diverse, not just from a

race, ethnicity, gender

standpoint, but from how

work is defined

…is hungry for

opportunities to

play bigger and

more expansive

roles at work

…is complex to manage

and lead

…is experience-focused and

centered on putting meaning

back into work

…is team-oriented

vs. being structured

around the traditional

hierarchy

…is personalized to the

way in which individuals

want to be recognized and

rewarded

…accesses

capabilities, not

just people

2 0 1 9 H U M A N C A P I T A L T R E N D S

Leading the social enterprise: Reinvent with a Human Focus

The Future of

the

Workforce…

The Future

of the Organization…

The Future

of HR…

…embeds learning

into every aspect of

a workers’ day-to-

day life

…promotes mobility

as a primary means

of development and

engagement

…leverages

technology to drive

continuous

reinvention of core

processes

2019 Deloitte Global Human Capital Trends

Leading the social enterprise: Reinvent with a human focus

3 C AT E G O R I E S

Digital

47

Many organizations swirl in an endless loop of ‘doing’

digital things – an illusion of being digital – rather

than making changes to their digital mindset and their

business, operating, and customer models

Exploring

Leverage traditional technologies to

automate existing capabilities.

Dabbling with digital. No real

change to the organization

Doing

Leverage digital technologies to

extend capabilities, but still largely

the same business, operating, and

customer models

Being

Business, operating, and customer

models are optimized for digital and

profoundly different from prior

business, operating, and

customer models

Don’t get

stuck here

It’s critical to move beyond just ‘doing’ digital

Becoming

Leverage digital technologies—

becoming more synchronized and

less siloed—with more advanced

changes to current business,

operating, and customer models

48

W H AT N O T T O D OUnsuccessful transformations are piling up because these approaches don’t work Try to ‘org

design’ the

way to digital

Focus only on

implementing new digital

technologies

Approach digital

transformation as a

technology

implementation

Isolated victory or

bursts of activity—

then declare digital

success

Hire or buy digital

skills without also

focusing on training

existing talent in digital

Just tell people to be

more agile and

innovative

49

Maturing digital organizations have more advanced Digital DNA – the ‘genetic code’ for being digitalDigital DNA is a set of 23 traits, identified through research, that your organization can

adopt or mature to organize, operate and behave in digital ways.

Most organizations focus on

3-4 Digital DNA at a time

Nimbleness

Changing mix of traditional

and non-traditional

stakeholders

Changing

nature and

types of work Constant

disruption

Constantly

changing decision

criteria

Continuous

ecosystem

disruption

Continuously

innovating Democratizing

information

Dynamic skill

building

Failing forward,

learning faster

Flattening and

changing hierarchy

Fluidity

Geography

agnostic

Customer centricity

Intentionally

collaborative

Iterative

Modulating

risk & security

boundaries Morphing team

structures

Managing

multi-modal

operations

Shifting decision

rights & power

Productive

mobility

Real time and on

demand

Synchronizing

ways of working

50

If you are succeeding as a digital business, you are focused on doing a few important things well

Accepting risk of failure as a

natural part of experimenting

with new initiatives

Actively implementing

initiatives to increase agility in

its response to rapidly

changing markets

Valuing and encouraging

experiments and testing as a

means of continuous

organisational learning

Recognising and rewarding

collaboration across teams

and divisions as part of culture

and operating model

Organising around

cross-functional project teams

to implement digital business

51


Jobs are notgoing away.

They are just changing.

NEW JOBS

About Deloitte

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Ian Curtin

Director, Deloitte

Doncha O'Sullivan

Assistant Secretary, Department

of Justice and Equality

Raomal Perera

UCD Innovation Academy

Pauline Mulligan

Assistant Secretary, Department

of Business, Enterprise and

Innovation.

Sinead Heneghan

CEO of the Irish Institute of

Training and Development

Dr. Lucy Fallon-ByrneHead of Reform, Department of Public Expenditure and Reform

Visit our Website at WWW.OPS2020.gov.ie

Thank you for your attention

Reform Delivery Office

Department of Public Expenditure & Reform

http://www.ops2020.gov.ie/