1. Session: 9.3_BE Leadership development in the Federal Public Service Finance How to develop leadership skills and create employee involvement in organizational change 8 th Quality Conference

2. CONTACT Kurt Van Raemdonck, Director of the Support Service Personnel & Organisation - Belgian Federal Public Service Finance kurt.vanraemdonck@minfin.fed.be kurt.vanraemdonck@minfin.fed.be Annelien Van Bellingen, coordinator for general and leadership training – Academy of the Belgian Federal Public Service Finance annelien.vanbellingen@minfin.fed.be

3. CASE DESCRIPTION 3

4. Organization chart CASE DESCRIPTION

5. Our ambitions  Citizen- and company-oriented services  More thorough quality control and workload measurements  To be ranked as Belgium’s most attractive (public) employer  To increase employee flexibility, involvement and ownership Our challenges  Ageing workforce and a massive retirement wave  Centralisation of offices  Decreasing number of employees  War for Talent  More complex legislation and regulation  Shift towards a target-group oriented organization 5

6. CASE DESCRIPTION 6 Coach Change agent Leader Organizational changes Pursuing customer- service excellence Pursuing higher employee satisfaction  Executive civil servants need more than mere technical skills  New reference framework for leadership, with three equally important roles.

7.  FinGrow training programme for nearly 1,400 employees in top and middle management  A basic leadership programme for newly recruited team leaders  2-yearly Potential Leaders programme  Shorter workshops, roadshows and seminars on topical matters  360-degree feedback  Learning network meetings  Electronic managers’ toolbox As from 2015:  Internal career coaches for competence coaching and career reorientation  New competence workshops developed by a team of internal HR trainers  Purchase of a leadership potential assessment tool  A digital e-platform on leadership Major achievements CASE DESCRIPTION

8.  FinGrow leadership development program for top and middle management: 1,384 participants – 7,138 course days  Basic leadership program for newly recruited team leaders: 351 participants  Quarterly learning network meetings on leadership challenges: 248 participants  360° feedback: 121 participants  FinGrow closing event: 921 participants  Seminars for top and middle management: on average 325 participants Quantitative results CASE DESCRIPTION

9.  2-yearly job satisfaction survey: clear shift in leadership behaviour More open communication More feedback More employee involvement in decision-making and task planning  Executives are more aware of their strengths and weaknesses in leadership  Fewer difficulties in delegating, giving factual feedback and setting individualized goals  Absenteeism rates remaining stable, despite the increasing workload  Increasing number of teleworkers  In 2014, 98 pct. of our executives held at least 4 job planning and evaluation interviews with each of their employees. Qualitative results CASE DESCRIPTION

10. IMPACT 10

11. Most innovative features? Before…… After 11 Knowing the business Ownership Feedback & coaching Trust Co-creative culture

12. Most innovative features? 12 More importance given to new and non-traditional learning methods:

13. Q&A - Perspectives 13

14. Conclusion:  Leadership development must be a continuous process:  Investing in the development of people management and motivational skills  employees involved in change and innovation processes Future activities and projects:  Developing in-house leadership expertise: internal HR trainers, career coaches, mentors  Integration into succession planning and talent management  Development of a management career path, which has to be equivalent to our already existing expert career tracks What is still ahead? Perspectives

15. Lessons learnt? Things we did great… Perspectives Listen to your stakeholders! Walk the talk!Anticipate resistance!

16. Lessons learnt? Pitfalls? “I like it in theory, but…”Our adapted approach  Specific target-group oriented programmes  Blended learning, with larger focus on the exchange of best practices  A la carte  In-house training, coaching and mentoring 16