1. Title of case study
Country
Insert name of presenter
Date

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

3. 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.

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

5. 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

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

7. 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 . 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

8. 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.

9. Mobility Posts

10. Mobility Stats

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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)

19. 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

20. 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

22. Thank You
Name & surname
Contact