MANAGING A DIVERSE PUBLIC ADMINISTRATIONEUPAN DG MeetingLuxembourg December 04, 2015

Daniel GersonProject Manager – Public Employment and ManagementOECD-Public Governance and Territorial Development Directoratedaniel.gerson@oecd.org

Outline of Presentation

Context and Background • why a focus on diversity

management?The EUPAN survey• Methodology and approach• Results

Final considerations

An increasingly diverse Europe?

• 2008: 12.7 % of the EU residents aged 15-74 were foreign-born or had at least one foreign-born parent.

• 2060: this group may more than double and exceed 25 % of the population across all ages.

• The proportion of people of foreign background may vary substantially across Member States.

• In addition, among young adults the proportion of first and second generation immigrants is projected be far greater than today.

European Commission 2010: http://www.europarl.europa.eu/RegData/docs_autres_institutions/commission_europeenne/sec/2011/0431/COM_SEC(2011)0431(PAR2)_EN.doc

An Evolving View of Employment in Central Public Administrations

Traditional Public Employment A New Normal?

Big public administration Leaner Reduction of public employment

Exercise of public powers by nationals

More Diverse

Towards more diversity, exercise of public powers also by migrants

Young workforce Ageing/multi-gen workforce

(older) Men in top-position Increase of women in top-functions, also young leads old

Recruitment at entry level, focus on qualification, seniority

Higher Qualified

Flexible recruitment, LLL, Competency Management, Skill

focus

Central workforce planning

More Agile

Sectoral variation (education, security, research, IT)

Dominance public law status More flexible legal status

Low internal mobilityAll sorts of mobility,

restructuring, outsourcing, shared services

Specific Working conditions for CS Alignment of Working Conditions

Share of central government employment filled by women (2010)

Source: OECD 2011 Survey on Gender in Public Employment.

Workforce over 50 years oldIta

lyIce

land

Swed

enBe

lgium

Germ

any

Unite

d Sta

tes

Denm

ark

Slova

k Rep

ublic

Greec

eIsr

ael

Norway

Finlan

dNet

herla

nds

Cana

daIre

land

Austr

iaHun

gary

Portu

gal

Switz

erlan

dUni

ted K

ingd

omNew

Zeala

ndFr

ance

Slove

nia

Polan

dM

exico

Austr

alia

Japa

nEs

toni

aCh

ileKo

rea

0

10

20

30

40

50

60

Central government Total labour force OECD Average (Central government)%

Diversity for Public Sector Innovation

• Diversity can unlock innovation by creating an environment where “outside the box” ideas are heard

• When at least one member of a team has traits in common with the end user, the entire team better understands that user.

• But diversity alone will not create these conditions. It needs to be effectively managed for inclusion.

Diversity

Inclusion

Innovation Performance

Diversity Management

About the Survey

• 26 Countries responded over the summer of 2015• 18 questions exploring a range of diversity related

issues including:– Strategy– Data– Leadership – Training and diversity awareness – Recruitment and Selection– Flexible working patterns and arrangements– Career management and competency development – New competencies in a more diverse context

• Analysis along three main lines: Who? Why? How?

Many public administration have a diversity strategy…

4

5

3

3

7

4

Yes, it is a stand-alone doc-ument

Yes, it is part of a larger suite of strategies for the public admin-istration

Yes, it is part of a broader di-versity strategy that extends be-yond the public administration (e.g. wider labour force strat-egy)

No, there is not an integrated diversity strategy, but there are stand(alone strategies for spe-cific groups

No, there is no diversity strategy

Other, please specify

1. Does your public administration have a diversity strategy?

…most commonly focused on gender and/or people with disabilities…

02468

10121416

Gender diversity People with DisabilitiesAgeing Workforce Sexual OrientationMigrant background Specific ethnic groups (e.g. linguistic minorities, etc.)

1a. Which of the following elements/groups are targeted by the diversity strategy?

… to ensure equal opportunity and protect against discrimination.

0

2

4

6

8

10

12

14

16

Number of respondent countries

1b. What is the stated intent/purpose of the diversity strategy?

Model for an inclusive approach andemployer policy in Sweden

Lots of strategy, but how much action?

02468

101214161820

Number of respondent countries

Most countries collect some diversity-related data…

Differ

entia

ted

Gende

r sta

tistic

s

Age struc

ture

ana

lysis

Disab

ility

sta

tistic

s

Other

No

dive

rsity

-rela

ted

data

are

col

lect

ed0

5

10

15

20

25

Number of respondent countries

3. What diversity-related data are collected?

…to monitor diversity balance

0

5

10

15

20

25

Number of respondent countries

3a. What are these data used for?

Employee surveys are under-used to measure and compare inclusion.

19.%

39%

42%

a. Yes, one central survey is conducted at regular intervalsb. Ministries conduct their ownc. No

4. Are employee survey conducted?

Most countries produce annual reports

0

5

10

15

20

25

Number of respondent countries

5. How are diversity policies assessed?

Few countries provide mandatory diversity training

All staff Specific functions

Managers Senior leaders

35 6

4

159 8

8

8. To whom are specific trainings in diversity awareness/competence provided to?

Mandatory Voluntary

Some countries use specific leadership programmes for diversity groups

Leadership development programmes

Training on the job

Mentoring Job rotation

10

65

3

5

5

4

4

Programme for all central public administrationSome agencies/ministries have their own

9. Are there targeted programmes to enhance competencies for specific groups?

Austria’s cross-mentoring program

• The mentors pass on their experience and know-how, give advice on career planning and facilitate access to professional networks.

• Agree upon goals to be attained during their mentoring relationship.

• After setting up their goal(s) mentor and mentee have to meet at least four times.

• Workshops, networking meetings and peer groups complement the programme.

• Since 2005 about 800 mentors and mentees have taken part in the programme.

Diversity issues impact recruitment in a variety of ways

Recru

itmen

t pro

cess

es a

re a

dapt

able

to p

eopl

e with

spec

ial n

eeds

Men

torin

g pr

ogra

mm

es fo

r new

recr

uits

Selec

tion

com

mitt

ees m

ust r

eflec

t dive

rse

(e.g

. gen

der b

alan

ced)

Selec

tion

com

mitt

ees m

ust b

e tra

ined

in d

iver

sity se

nsiti

vity

Comm

unica

tions

are

targ

eted

to spe

cific gr

oups

Divers

ity tr

aini

ng fo

r all

new re

crui

ts

Recru

itmen

t pro

cess

es ca

n be

con

duct

ed in

mor

e th

an o

ne la

ngua

ge

Other

02468

101214161820

Number of respondent countries

14. Are diversity issues considered in recruitment procedures in the following ways?

Policies to respond to the needs of a more diverse workforce

A righ

t for

par

t-tim

e wor

k

A righ

t for

sab

batic

al le

ave

A righ

t for

flex

ible

wor

king

hou

rs

A righ

t for

tele

wor

k

21 1916 15

34

7 7

Central/federal overaching policy Some line ministries have their own policy

15. Are the following policies in place to respond to the needs of a more diverse workforce?

10 9 9 9 85

1

6 6 41 2

14

Central/federal overaching policy Some line ministries have their own policy

Policies to respond to the needs of a more diverse workforce

15. Are the following policies in place to respond to the needs of a more diverse workforce?

Belgium’s New Ways of Working initiative

• Culture shift and result orientation • Dynamic office created modular

working and living areas• Digitalising and e-working • Client orientation • Communication and change

management

Career Management And Competency Development policies

1511 9

6 6

4

55

5 4

Central/federal overaching policy Some line ministries have their own policy

16. Are the following policies in place to respond to the needs of a more diverse workforce?

3 2 2 2 2 1 1

4

9 8 7

44

2

Central/federal overaching policy Some line ministries have their own policy

16. Are the following policies in place to respond to the needs of a more diverse workforce?

Career Management And Competency Development policies

Policies & arrangements for diverse workforce (by countries)

Many policies, decentralised

Many policies, centralised

Few policies, decentralised

Few policies, decentralised

Key messages from the workshops:

On Diversity Strategy, Policy and Management:

• Good managers who manage different people are more important than policies for inclusion.• Getting the best from diversity means giving space to different perspectives and being curious about how others think. • A focus on competencies can enable better diversity management, instead of a focus on identity groups.• HR policies need to treat everybody as individuals and reflect different lifestyles.

On Implementation:

• Diversity strategies and policies are good but need careful implementation & monitoring.• A structured approach to programming can help, with supported programs, targets & monitoring.

On Knowledge Transfer:

• Knowledge transfer from old to young is important and a big risk in the context of hiring freezes.• Building diverse (age, gender, etc.) teams is best for knowledge transfer.

Summary of findings

Most EU countries can be characterised by:

• Diversity strategies focused on Gender and Disability, • in order to ensure equal opportunity and protect against discrimination,• Access to a range of flexible working conditions (part-time work, sabbatical leave, flexible

working hours and telework)

A number of EU countries appear to go further:

• Diversity focus on broader groups, and the inclusion of individuals with a focus on skills and competencies.• With a strategic focus on building inclusion, accessing a broader labour market, and driving innovation and performance.• Active approach to diversity and inclusion programming, including:

• Training for leaders and all people managers• Measurement with statistics and employee surveys• Active programmes to promote flexible working and career paths• Active measures to encourage knowledge transfer across generations• A fundamental focus on competencies

Thank you for your attention

daniel.gerson@oecd.org