Civil Service Commission

HR Reform Implementation ProjectChange

for our Future

2012נובמבר I לים בכירים ומנהלים אדמיניסטרטיביים "כנס סמנכ1

יישום רפורמה בשירות המדינהGovernment of Israel | Prime Minister’s Office | Civil Service Commission

Performance Evaluation Initiative

Implementing human capital management reform in Israel’s Civil Service

OECD Expert Meeting November, 26-27, 2015

Dr. Iris NehemiaHead of the Department of Doctrine, Research

And Knowledge ManagementThe Israeli Civil Service Commission

Civil Service Commission

HR Reform Implementation ProjectChange

for our Future

2

• The Civil Service Commission (CSC) is in charge of HR management, policy, and organizational structure in governmental offices and agencies.

• The Reform Implementation Unit of the Civil Service Commission (CSC) is the focal point for HR innovation in the Israeli government and public sector levels.

Civil Service Commission

HR Reform Implementation ProjectChange

for our Future

We are all here because we dare to dream, and we dare to take our dreams into the real world.

To so many people in Israel, this Reform is a dream, because the outcome will give to the civil service the capability to meet the public’s changing needs."

Civil Service Commission

HR Reform Implementation ProjectChange

for our Future

“I discovered that an employee’s ability to see the connection between his or her work and the office or the unit objectives was a great driver of positive behavior in the unit of which I am director …”

“We began to see how a change in training, leadership development and measurement affected government performance...”

( Selected quotes from a focus group of managers, July, 2015)

5

The beginning of the story:

What connection do you see between these pictures?

The point at which the public loses its trust in the government and its administration

is the point where there is a real threat to the state’s stability and future

Summer 2011

We do not meet the public’s needs

October 2014

April 2013

March 2010

2%

10%

21%

30%

37%

Irritating

Slow

Poor quality

FastQuality and courtesy

88% negative attributesPublic survey – May 2013 Prime Minister’s Office

7

Employee's effectiveness evaluation (Average)

As of 2012 between 3-11

*

*

• Management abilities• Ethical aspect• Norms and values• Trust on “the system”• Disconnect between performance and rewards

Goal:

The worker evaluation model represents a professional perspective which:

• Sees the worker evaluation process as an initiating event for personal development processes.

• Promotes excellence, and ensures the office goals are fulfilled.

• Improves manager-employee communication, leading to improved morale, trust, openness and integrity

216Q4

Evaluation Metrics & Tools

validation

Wave I:Six pilot

agencies, 4,200 civil servants

Wave II:Expansion based on

Wave I insights, 22,000 employees

Implementation Completion

Reform Implementation: Timeline

No’ of agencies / ministries in the project

insightsInfrastructure

• Performance evaluation

• Strategic workforce

planning

• establish HR Policy and

doctrinaire

infrastructure

• Ethics and Ethos for the

civil servant

• Reducing bureaucracy

• Building leadership

• Leverage the human

capital potential

• Improve HR

management

• Salary issues

8042

Wave III:Approximately 40,000 civil servants

1010

15%

Excellent

70%

majority

15%

Relatively low

StarsUnder-achievers

Clarifying the relative position of the employee in the unit/agency

From theory to practice – implementing changeThe first challenge: Turning doctrine into instruction• Creating a supportive training system and training aids• Creating cooperation between headquarters and the field, while accompanying HR

workers

Challenge two: Training11

Courseware and simulator Illustrative video Communication for

employees

Civil Service Commission

HR Reform Implementation ProjectChange

for our Future

12

HighLow

Government of Israel | Prime Minister Office | Civil Service Commission

50%

60%

88%

Fun

ctio

nal

ity

Managerial Potential

Establishing a differential evaluation of performance as a baseline for planning and executing professional and managerial development in the civil service

The 9 box matrix

Linking People, Performance and Rewards

Fixed bonus for outstanding work (only for the top 15%)

Shortening the time between the degree levels

Getting retirement ranking

A letter of appreciation from the Civil Service Commissioner

Gift vouchers

Publication of the outstanding employees in the internal media

Cadets for senior positions

Career path development

Managers believe a change is possible…

84% of managers believe the governmental system can be changed and improved.

“Nachshon” offices worker’s survey, Wave I & II – July 2015

84%כלל לא מסכים

מסכים לחלוטין

16

We made them improve their performance

61% of “managers believe their unit’s performance has improved.

“Nachshon” offices worker’s survey, Wave I & II – July 2015

61%כלל לא מסכים

מסכים לחלוטין

17

Civil Service Commission

HR Reform Implementation ProjectChange

for our Future

18

Looking forward…

• Besides the performance evaluation initiative, the reform implementation unit has been working hard to push many other projects forward, such as:• The “Tree of Knowledge” program, an interdisciplinary think-tank,

bringing leaders of different sectors together to create tomorrows public policies.

• A leadership college where theory and research meet practice.

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Values, culture and HR perception

Ethical code, organization culture supportive of change

Planning human capital in the Civil Service

Yearly and multiyear planning circle

Utilization of human capital potential

Entering the CSC

Personal and professional development of civil servants

Employee capabilities and performance appraisals and encouragement of excellence in the civil service

Senior management in the Civil Service

Training and development of human capital

Knowledge management

Delegation of authority from the CSC

Wage structure and standardization

Human capital management structure in the Civil Service

Organizational structure

Organizational culture

Mission, vision and goals

Research

Management doctrine

Structural compatibility, managerial flexibility, wages and delegation of power

The new CSC

Since its creation in 2013, the Performance Evaluation Initiative has made a real change in the way employee evaluation is perceived, and the fruits of the initiative are already beginning to appear.

We believe that in time, the reform will prove to be a cornerstone in a new and improved civil service.

Summery

Doctrine and policy for human capitalHow do you manage organizations? People? Processes?

Private work

Control

Senior staff management

Trial periods

Management employee relations

Maintaining wage rights

Advertising wage range

Performance measurement

Feeding excellence channels

Tenure and dismissal

Incentive models

Management as a profession

Orientation in the civil service

Material incentives model

Risk management

Gender equality

Temporary employment

Welfare

Building independent units

Mentoring

Work conflict management

Merging and amalgamating units

AbsencesSelection and recruitment

Inner and inter office tenders

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Doctrine and policy for human capitalHow do you manage organizations? People? Processes?

• Formulating over 40 doctrine and policy documents

• creating a doctrinal foundation, enabling a human capital

• working optimally for the Israeli public’s benefit

State

Public

sector

Business

sector

Public

representatives

Academy

22

Government of Israel | Prime Minister Office | Civil Service Commission

Knowledge management in the Civil Service:

We began a governmental knowledge management program –“Connected Vessels”. Why???

23

Government of Israel | Prime Minister Office | Civil Service Commission

Principles of building coalitions when leading change

• Understanding the fundamental, immediate interests (D.N.A)• Understanding the job perception of the actors• Understanding the added value of each player at any given

moment• Connection to a joint vision and sense of commitment• Ad Hoc coalition for a subject at a particular point in time, while

preserving an overall framework of commitment to the mission• Understanding the price of failure when building a specific coalition• Understanding the fruits of success when building a specific

coalition• Spine and determination. “Reality does not follow opinion, but the

right opinions follow reality” Maimonides

A few insights on the tool-box

• Always be calibrated to the “Result Compass” and to the root (D.N.A) of the problem which the process you are leading is required to solve

• Creating a strong leading coalition, adapted Ad-Hoc to the timing and to the mission

• Completion! not perfection!

• Be moral, professional and set an example; understanding in depth. Planning. Proficiency. Continuous learning.

• Crystallization, nurturing and empowerment of a winning team• Optimism, fortitude, Ability to be alone, determination