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Working Group on Institutional Capacity

Institutional capacity needs in the Danube Region

Republic of Serbia

Sanja Stanojevic

March 21-22, 2013

Ljubljana

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Human Resource Management Service (HRMS)

• Established in 2005 as a service of the Government

• Role of the Service is to provide continuous support to the reform of public administration in accordance with the principles set out by the Public Administration Reform Strategy (2004)

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Main responsibilities of the Service

• To ensure proper job classification in public administration authorities

• To prepare a proposal of the HR Plan for each fiscal year

• To maintain the internal labor market, help civil servants with their transfer and assist authorities in solving their staffing needs

• To participate in selection panels and to ensure proper conduct of competitions

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Main responsibilities of the Service

• To test skills and abilities of candidates• To prepare a proposal of a General Training

Program for civil servants and to organize professional training in accordance with the adopted Pprogram

• To administer the Central Personnel Registry

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Main responsibilities of the Service

• To make reports on the annual appraisal of civil servants

• We perform specialist and technical tasks for the High Civil Service Council

• We perform specialist and technical tasks for the Government Appeals Commission

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HRMS Organisation chart

DirectorDirector

Sector for Personnel Selection and Development

Sector for Personnel Selection and Development

Sector for analytical

tasks

Sector for analytical

tasks

Sector for legal,

financial and common jobs

Sector for legal,

financial and common jobs

Department for

Personnel selection

conducting

Department for

Personnel selection

conducting

Professional Professional Training Training CenterCenter

Professional Professional Training Training CenterCenter

Department for job

analyzing and human resources planning

Department for job

analyzing and human resources planning

Group for Central Human

Resources Records and Information

Systems

Group for Central Human

Resources Records and Information

Systems

Group for support to the

High Civil Service Council

Group for support to the

High Civil Service Council

Group for support to the Government

Appeal Commission

Group for support to the Government

Appeal Commission

Group for finance and accounting

Group for finance and accounting

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Professional Training Center

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Professional Training Center

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TNATNA•Annual questionnaire (on line)•Individual Evaluation reports•Report on evaluation of effects•Inputs from relevant authorities•Analysis of legal and strategic framework

PROGRAMMINGPROGRAMMING

• A proposal on annual basis of a Professional Development Training Program for civil servants

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Professional Training Center

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IMPLEMENTATIONIMPLEMENTATION•Resources/•Applications (via web)•qualified people, logistics, funds•Lectures, trainers/over 200, 90% A, mix

EVALUATIONEVALUATION

•Evaluation reports/happy sheet•Evaluation of trainers performance•Evaluation of effects of a General Training Program (on line)

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HRMS TNA METHOD

• THE TNA METHOD CONSISTS OF SEVERAL STEPS AND PROCEDURES:

• Strategic documents are analyzed in order to determine priority areas for professional training of civil servants, the basic guideline being the principle of importance for the entire public administration

• Novelties in legislation that are relevant to the work of public administration are continuously monitored

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HRMS TNA METHOD

• Annual TNA questionnaire (on-line)• Annual reports on appraisal of civil

servants/collected by HR units, are analyzed, especially the part related to needs for professional training

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HRMS TNA METHOD

• Civil servants are questioned by the use of an evaluation questionnaire at the end of each training

• As well as by the end of each year-Evaluation of effects of a General Training Program (on line)

-which helps to determine the quality of realized Training Program and to identify need for next programming period

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HRMS TNA METHOD

• Focal points from different PA authorities are contacted on regular basis (e-mail, phone, at meetings) in order to gather relevant data on needed competences

• Regular contacts with HR units/training contact persons in all PA bodies

• Trainers• Donors, international partners

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HRMS TNA METHOD

• A systematic analysis of data gathered through mentioned sources is the basis for articulation of the annual General Training Programme

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General Training Program-in numbers-

YEARYEARTHEMATIC THEMATIC

AREASAREAS THEMESTHEMESREALISED REALISED

SEMINARSSEMINARS TRAINEESTRAINEES

2007 9 77 131 2361

2008 11 76 201 3327

2009 12 85 159 2641

2010 11 92 173 3120

2011 15 105 222 3838

2012 16 111 232 3900

2013 17 121

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Challenges

• Using new approaches and technics

– Self-assessment

– Mentoring

– Coaching

– Moodle, Skype, webinars…

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www.suk.gov.rs

sanja.stanojevic@suk.gov.rs

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