Title of case study Country Insert name of presenter Date

Outline Senior Public Service (SPS) SPS Mobility…Aims….Protocol Key Stats Review Talent Management/Managed Mobility Embedding Mobility Critical Success Factor…Challenges ahead

Context - Senior Public Service Governance – SPS Management Committee Central administration – Dept of Public Expenditure and Reform Leadership Development Strategy – Key initiatives: Coaching/Team Coaching Mentoring Networking events Tailored Learning & Development Talent Management Mobility SPS Vision To build a community of leaders that supports sustainable economic and social progress through innovation and excellence, strengthening cross-organisational collaboration, supporting continuous personal and professional development and inspiring others to achieve high performance in a common purpose.

Mobility Aims Organisational Integrated Civil Service …..Shared strategic resource …..Succession planning   Departmental Diversity….Flexibility…..Breadth of experience Individual Development….Opportunity

Initial Challenges Challenge Mitigating Action Lack of interest in mobility - Assistant Secretaries Survey conducted to confirm interest levels Coaching support Possible view that filling of posts not fully open Clear process Central oversight – SPS Mobility Subgroup Posts communicated to all SPS members and HR Managers. Mobility updates circulated & on website. View that promotion opportunities for lower grades blocked Union engagement

SPS Mobility Protocol Introduced 2012 Permanent moves - not secondments Permanent Civil Servants only Central oversight – SPS Mobility Subgroup

SPS Mobility Process Filling of vacancy approved Competition or Mobility? Advertise post to SPS Applications sent to SG and Subgroup SG recommendation Subgroup agree Filling of vacancy sanctioned by Dept of Public Expenditure and Reform (DPER) based on business case from Department with vacancy. Is the post suitable to be filled through mobility? SPS Mobility Subgroup decides based on job description and views of SG in Department where vacancy arises. If Mobility agreed, job description is advertised to SPS members via website and e-mail. 2 week deadline. Administered by SPS Secretariat, DPER. CV and letter of application submitted by applicants. Applications sent to SG and SPS Mobility Subgroup. SG meets applicants to discuss role. If no applications, post filled through open competition SG makes recommendation to SPS Mobility Subgroup for approval

Mobility Stats 51 posts advertised in 21 organisations 37 applicants: 26 Male….11 Female 19 posts filled in 13 Departments 11 Male….8 Female Wide range of skills and experience: 1-11 years at Assistant Secretary level Policy/Operational/Private Sector backgrounds Posts not filled include technical posts and posts outside of Dublin.

Mobility Posts

Mobility Stats

Mobility Review 2012: 67% of posts filled; 2013: 0%...... Why? Review end-2013 Conclusions: Process clear and simple, but… Better articulation of objectives needed Better engagement with SGs required Voluntary aspect may impact applicant numbers Extend mobility to other levels to embed process

Civil Service Renewal Plan Published 2014 – Vision and 3 year Action Plan for Civil Service Actions to support mobility: SPS Performance Management– development focus Expand career & mobility opportunities for all staff Talent Management

SPS Talent Management Programme 19 SPS participants Programme includes: Personal development profile (incl. Development Centre, 360 assessment and psychometric testing) Formal learning and development programme Coaching and mentoring supports Managed mobility - aligned with development needs - more strategic use of mobility

Managed Mobility Process Advertise post to SPS Applications sent to SG and Subgroup SG considers TM programme participants SG recommendation Subgroup agree CV and letter of application submitted by applicants. Applications sent to SG and SPS Mobility Subgroup. Subgroup and SG decide if post suitable for Managed Mobility CVs of participants on TM programme provided to SG for consideration SG makes recommendation to SPS Mobility Subgroup for approval

Managed Mobility Focus on development more than skills match Challenging posts All talent management programme participants in scope Does not preclude voluntary mobility or open competition Challenges

Outcomes SPS Mobility Movement of highly skilled senior leaders around system Expansion of depth and breadth of experience on Management Boards Gender diversity on Management Boards Opportunity for development/progression to more senior levels Extension and embedding of mobility

Embedding Mobility Mobility at other levels being introduced Scheme will extend over time to facilitate greater mobility across the Public Service Departments obliged to release staff External experience as criteria for promotion for senior levels

Promotion/Recruitment Criteria Move position every 4/5 years, including to other Civil Service organisations SPS level Vacancies Ideally, applicants will meet two of the following criteria at a senior level: Applicant has experience in more than one organisation Applicant has international experience (e.g. working abroad or significant engagement with international organisations and processes) Applicant has experience outside the Civil Service Applicant has a variety of experience (e.g. policy and operational)

Critical success factors… Clear, transparent process Central oversight Stakeholder buy-in Visible benefits – Promotions Incentives…criteria for senior posts Challenges ahead… Embedding managed mobility – dev needs vs available posts Broad acceptance of mobility as development tool Supporting mobility

Challenges should not be underestimated The process worked excellently for me. I had been at A Sec level for three years in one organisation and had achieved all of my objectives for those first three years. When the SPS advertised my current job it was really attractive to me. … Challenges should not be underestimated The informal meeting with Secretary General is a great way of conveying experience and checking chemistry or “fit”…. …got enhanced view and knowledge of cross-Government issues and the opportunity for new challenges, using new skills sets… …vacancies can be filled quicker than through open competition… …huge benefits for the individual who gets to broaden their experience and perhaps move on from an area where she/he has been “stuck” for many years… The support of the Secretary General is critical in encouraging people to apply for posts… Straightforward, clear process

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