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Training for Sustainable ChangeTraining for Sustainable Change Managing Human Capital at the Municipality of PortoManaging Human Capital at the Municipality of Porto

Sofia Alves

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Training for Sustainable ChangeTraining for Sustainable Change Table of contents

Introduction / Background

Project Objectives

Project Implementation

Project Results

Conclusion

1

2

3

4

5

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1. Introduction 1. Introduction -- Municipality of PortoMunicipality of Porto

2nd largest Municipality in Portugal - 2863 employees; 94,49 % holding permanent public bond

Municipal Council: Executive Council - 7

70 Managing Staff – 31 Men; 39 Women- 3 year renewable service commission: 12 Municipal Directors

(appointed); 20 Heads of Department (public recruitment) and 38 Heads of Division (public recruitment)

15 Municipal directions or equivalent

Rui RioMayor

o Environment and Urban Services;o Urbanism;o Public Ways;o Education and Youth;o Tourism;o Legal Affairs;o Fairs, Markets and Sanitary Inspection

o Presidency Services;o Fire Department;o Municipal Police;o Finance and Patrimony;o Studies and Planning;o Information Systems;o Human Resources;o Culture;

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1. Background1. Background

Lisbon Strategy

Portuguese National Employment Plan

“North 2015”

Portuguese Public Administration

‐

Heavy Loaded

‐

Centralised

‐

Bureaucratic

‐

Hierarchically

structured

‐

Underskilled

‐

Change resistant

‐

Scarce resources

‐

Early‐staged MBO

‐

Focused on internal procedures

Portuguese Public Administration

‐

Heavy Loaded

‐

Centralised

‐

Bureaucratic

‐

Hierarchically

structured

‐

Underskilled

‐

Change resistant

‐

Scarce resources

‐

Early‐staged MBO

‐

Focused on internal procedures

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1. Background 1. Background -- SnapshotSnapshot

* Data on the 31st

December

3.303

75

41

14

15,89%

64,78%% Employees up to 9 yrs of school% Employees up to 9 yrs of school

No. of EmployeesNo. of EmployeesNo. of Employees

Managing StaffManaging Staff

Average ageAverage age

Average AntiquityAverage Antiquity

Higher Education IndexHigher Education Index

2.863

70

43

17

19,46%

56,90%

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2. Project 2. Project OverviewOverview andand ObjectivesObjectives

ChallengesChallenges

ChangeChangeChancesChancesFeedback

AwarenessMotivation

Skills & AbilitiesOpportunities

Start-up: 2005 with a transversal approach Objective: leaders and employees as Agents of Sustainable ChangeAgents of Sustainable ChangeMain features: Self Assessment through CAF followed by EFQM

Focus on Development through continuous experiencingProcesses improvement and behavioural enhancementRegular Monitoring and Assessment

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Managers/Leaders

37.44934.179

27.24424.516

0

5.000

10.000

15.000

20.000

25.000

30.000

35.000

40.000

2005 2006 2007 2008

Absenteeism by Ilness - daysBeer

& wine

Consuption

in

Municipal Canteens

0

5000

10000

15000

20000

25000

2006 2007 2008

Beer lt.Wine lt.

•

1021 tests•

< 82,49%

3. Project 3. Project ImplementationImplementation –– Transversal Transversal ApproachApproach

CAF/Surveys: 15 Citizenship: 25Training: 20Quality Management System: 35Assiduity Control: 15Addictions Prevention and Treatment: 30Hygiene and Safety: 10

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% Global Satisfaction concerning Customer Care (2006/08)

1 210

43 45

0,3 0,45,3

36,8

57,3

010203040506070

Very Unsastisf ied Unsatisf ied Indiferent Satisf ied Very Satisf ied2006 2008

% Global Satisfaction concerning service delivery (2006/08)

1 3

14

4339

0,2 1,47,4

42,748,3

0

10

20

30

40

50

60

VeryUnsatisfied

Unsatisfied Indiferent Satisfied Very Satisfied

2006 2008

SI 2006 86,4%

SI 200890%

3. Project 3. Project ImplementationImplementation -- ProactiveProactive InformationInformation InputInput

SI 2006 83,2%

SI 200887,6%

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2005/06 training volume for managers increased 135%

2005/08 participation rate of managers has doubled

Impact / Results Evaluation (2008) - Pre / Post Training Competence Levels (%)

83,10%

51,74%

0,0%10,0%20,0%30,0%40,0%50,0%60,0%70,0%80,0%90,0%

100,0%

Pre-Training Post-Training

3. Project 3. Project ImplementationImplementation –– TrainingTraining for for ChangeChange

Training directed at technical and behavioural competences development

Involvement in training definition and assessment

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2010-201112 mobilities approved under

LDV Programme

2007-20099 mobilities

3. Project 3. Project ImplementationImplementation -- InternationalInternational ExperiencingExperiencing

Looking outwards for best practice and best way to incorporate it in the serviceTalent managementFull involvement in programme definition; impact assessmentGoing outside their comfort zonesUpskilling; Personal development; Broaden Horizons

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684 626 670

0

150

300

450

600

750

2007 2008 2009*

Ongoing RVC of Competences in AdultEducation Processes

3. Project 3. Project ImplementationImplementation –– UpskillingUpskilling

Motivate staff Recognise new competences’importance to service - Internal RecruitmentManage professional and school tasksChance for UpskillingRespond to new challenges

* Until September

More than 600 attending up to secondary level educationMore than 100 attending Higher education level

Working Students

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131147 151

189

0

25

50

75

100

125

150

175

200

2005 2006 2007 2008

Nº of Internal Mobility Processes

3. Project 3. Project ImplementationImplementation –– InternalInternal MobilityMobility

Management of Staff Profile vs PositionNegotiation focusChances of New working positions inside the institutionChallenge of non static professional paths and new talent developmentWorklife balance

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To assure quality management system activitieson schedule

To assure improvement action flow on schedule

Modernise and Agilise Municipal Administration

3. Project 3. Project ImplementationImplementation –– StrategicStrategic AlignmentAlignment

To deploy at least one improvement action

Definition of service and staff goals aligned with strategic goalsDevelop positive staff stress Motivate through goal definitionStrategic ThinkingFocusing on the outcomePerformance driven workDevelopment chancesProject as challenges

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Dutch Delegation

Swedish Deleg. of Umëa

3. Project 3. Project ImplementationImplementation –– BenchlearningBenchlearning

National School of Public Adm.Communities of Practice

Knowledge of best practicesEnlarged vision of Public Sector ManagementCooperation ChancesBi-directional BenchlearningChance to take the stageChallenge: routine breaks

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Group exercise

Surveillances

Stop‐smoking

Labour gymnastics

Parents/childrenIPEs

3. Project 3. Project ImplementationImplementation ––Healthy Lifestyles/Healthy Lifestyles/WorklifeWorklife BalanceBalance

Consciousness of well being variables vs impact on performanceInvolvement in non-task related activitiesFeeling that the institution cares also at personal levelMotivate staff involvement

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Doing more and better with increasingly less;

Anchored development

Involvement as the driving force for decision making

and project implementation

In(Ex)ternal networking

Teamwork

Communication

3. Project 3. Project ImplementationImplementation ––Web EffectWeb Effect

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4. Structural Project Results4. Structural Project Results

• Sustainable

• Impacts on citizens

• Based upon involvement

• Cost-effective

• High replication potential

Training for Sustainable ChangeTraining for Sustainable Change

LEADERS AND EMPLOYEES AS AGENTS OF CHANGE

training for sustainable change managing human capital at the...

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