presentation by sissie derdelinckx-furhmann on 'the french civil service: senior civil...
TRANSCRIPT
1
MINISTERE DE LA DECENTRALISATION ET DE LA FONCTION PUBLIQUE
The French Civil Service Senior Civil servants’ performance assessment
OCDE, 26th of November, 2015
Sissie Derdelinckx‐FurhmannInternational Expertise, Innovation and HR Policiesbenchmarking Bureau ‐ DGAFP
2
SUMMARY
1 – Introduction
2 – The professional interview
3 – Examples of good practices : 360‐degree assessment, Career interview and Senior management reviews
4 – Meet François
3
SUMMARY
1 – Introduction
2 – The professional interview
3 – Examples of good practices : 360‐degree assessment, Career interview and Senior management reviews
4 – Meet François
4
Introduction: the context
Budget constraints versus continuing demand for public service
Key challenges :
• Adapt HR
• Better view of results
• Implementation of the HR policy
• Mobility
• Motivation of the staff
5
Introduction: the context
o Enshrined in the general statute in 1983: « Rate and appreciation grantedto civil servants and expressing their professionnal value are communicated tothem » (art.17);
o From rating to individual assessment : generalization of the individualassessment in 2012;
o Guidelines for harmonisation of the SCS’ assessment practices.
6
SUMMARY
1 – Introduction
2 – The professional interview
3 – Examples of good practices : 360‐degree assessment, Career interview and Senior management reviews
4 – Meet François
7
o Annual;
o Specific content;
o Two levels;
o Impact on the basic salary;
o Bonus system ;
o Contract agents.
The steps (1/7)2012: implementation of the Professional interview
8
o Direct dialogue
o Career development and training needs
o Clear goals
o Clear impact (remuneration, evolution of career etc.)
o Hierarchical obedience
o Criteria and themes
The steps (2/7)The professional interview
9
Professional accountof the year
Professional accountof the year
Professional goalsfor next year
Professional goalsfor next year
Training needs(immediate need, new skills,
professional project)
Training needs(immediate need, new skills,
professional project)
Aptitude to serveAptitude to serve Professional priorexperience
Professional priorexperience
Professional perspectives
(mobility, career)
Professional perspectives
(mobility, career)
ManagerialcompetenciesManagerialcompetencies
The steps (3/7)The professional interview‐ contents
10
o The assessed agent: Time for discussion and dialogue with his/her immediate superior
oThe direct supervisor (n+1): The most able to evaluate the work of the agent
o The hierarchical authority (n+2): Can complete the interview report with his/her observations
The steps (4/7)The professional interview
11
oThe interview is transcribed in a report (mandatory):
oWhat happens if the agent refuses to sign the report ?
The steps (5/7)The professional interview
Established and signed
by the directsupervisor
Communicatedto the agent
Countersigned by the
hierarchicalauthority
Notified and then signed
bythe agent
12
The steps (6/7)The professional interview
Man
agem
ent too
l Assess the results of agents subject to a bonus system taking intoaccount their results
Suggest for progress / slower pace of advancement
Proposal for progress of class or rank lists.
HR services Source of information on
the wishes of the agent in terms of training needs
As career support tool(interview with HR unit, career interview, careerreview, skill assessment etc…)
Taking into account and implementing into the Senior management review
13
Case study : a new legislation applying to administrateurs civils
o Since the 4th of August 2015
o A specific written report
o Common to the group ‐without any regard to the ministry
o With a special emphasis on management competencies=> 5 specific criterias
The steps (7/7)The professional interview
14
SUMMARY
1 – Introduction
2 – The professional interview
3 – Examples of good practices : 360‐degree assessment, Career interview and Senior management reviews
4 – Meet François
15
o Only for the top management (Ministry of Defense and Ministry offoreign affairs)
o Multiple glances from the N+1 and N+2, peers and subordinates
o Conducted anonymously
o To compare the results and to have a new perspective
o Only the agent have the access to the report
o Expected outcomes :1. Skills development2. Future orientation
360‐degree assessment
16
“The true measure of your worth includes all the benefits others have gained from your success”
360‐degree assessment
17
Case study : the Directorate‐General of Treasury
o Once a year
o Only for the Sous‐Directeurs, Chefs de service and Directeurd’administration centrale
o The report is in possession of the SCS and the Secretary General
o Destroyed after 6 months (out of respect for individual and unofficialdata)
360‐degree assessment
This assessment can’t have any impact on the SCS’ carreer, as only the professional interview applies to promotion and advancement
18
o Preparatory to the Senior management review
o Ministry of Defense, then spread to other ministries
o Since 2007
o Top management (« encadrement supérieur et dirigeant »)
o Interview at key stage in the SCS’ carrer
Career interviews« It is not enough to do your best, you must know what to do, and then do your best »
19
o With the project Director for the SCS’management=> the contact person
o The interview report may be sent to the SCS’ head mission
To make a general review on the performance and accomplishments + the next steps of his or her career
Career interviews
This assessment can’t have any impact on the SCS’ carreer, as only the professional interview applies to promotion and advancement
20
o Mandatory for all the ministries
o Circular, 10th February 2010
o To assist the ministers in charge of the appointments
o Highest positions («cadres dirigeants de l’Etat »)
o Review of the SCS, in light of the professionnal interviews’ results
o High potentials
o « Pool of talents »
o Finalisation before 31th December 2015
Senior management reviews
This process optimises our administrative organisation in order to to have a dynamic approach of high potentials management (in connection with the
individual assessment)
21
Senior management reviews
Case study : Ministry of Ecology, Sustainable Developmentand Energy (MEDDE)
o Review of 5 000 SCS
o « Directors‐to‐be pool »
o 1st and 3rd year
o Inspector General and Department of HR
o Written report
o Sent to the SCS’ head mission
o Mapping high potentials
SUMMARY
1 – Introduction
2 – The professional interview
3 – Examples of good practices : 360‐degree assessment, Career interview and Senior management reviews
4 – Meet François
22
Who is François ?
o Senior Civil servant (civilian agent)(“Administrateur civil”)
o 40 years old
o National School of Administration (“Ecole Nationale d’Administration – ENA”)
o Head of Department (“Sous‐Directeur d’administration centrale”)
o Ministry of Defense
23
What goals and measurements for him in one year’s time ?
24
Professional interview(mandatory)
Career interview (optional and for preparation of the Senior management
review)
360‐degree interview(optional)
February
May
September
December
Senior management review
(mandatory)
25
The professional interviews are now a routine administrative exercice, and the most successful tool for account (and performance) assessment, centerpiece of the system:
Elements nonrelated to
remuneration
Professionalinterview
Rank promotion
Acceleration ordeceleration ofadvancement
Modulation ofindividualbonus
Collectivebonus
Concluding remarks
26
What is the role of the DGAFP ?
o Trying to harmonise all the practices within the ministrieso Changing managerial pratices
Next steps ? o A new policy applying to the Chefs de service and Sous‐Directeurs is soon
to be expected (early 2016)
Concluding remarks
