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COMPETENCY MANAGEMENT IN EU PUBLIC ADMINISTRATIONS

This study examines the current status and development perspectives of competency-based management (CBM) in EU public administrations. The study focuses on the characteristics of CBM, its development context, and the special case of older employees. The research method employed is a descriptive research strategy with a self-administered questionnaire. The main results indicate the implementation of CBM programs in several EU countries, with a focus on improving HRM practices. The study also identifies the benefits and challenges of CBM implementation.

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COMPETENCY MANAGEMENT IN EU PUBLIC ADMINISTRATIONS

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  1. COMPETENCY MANAGEMENT IN EU PUBLIC ADMINISTRATIONS Lisboa, 2007 Francisco Nunes Luis Martins Henrique Duarte

  2. AGENDA • Objective of the study • Dimensions under analysis • Research method • Main results: • CBM characteristics • CBM development context • The special case of older employees • Comments, suggestions

  3. OBJECTIVE To know the current status and the development perspectives of competency-based management (CBM) in the EU public administrations

  4. DIMENSIONS UNDER ANALYSIS The study focuses on 4 different areas of the CBM practice: • search for context elements, which may foster the emergence of CBM • characterise the existing CBM practices at national level • collecting implementation examples of CBM programmes considered to be successful • identify competencies management practices for older employees

  5. RESEARCH METHOD • Descriptive research strategy • Country level of analysis • Self administered questionnaire-individual-group respondents • Descriptive statistical analysis • Sample: 24 countries + 1 European Commission

  6. RESULTS

  7. CBM PROGRAMMES IN EU • Has any CBM programme been implemented in your country’s public administration? • Time frame: since 1980 until 2005

  8. CBM PROGRAMMES IN EU • The fundamental problem(s) being addressed with the introduction of CBM programme(s): IMPROVING HRM PRACTICES

  9. CBM PROGRAMMES IN EU • Whose initiative was it to develop that/those CBM programme(s): A (DE)CENTRALIZED PHENOMENON In 3 countries: complete decentralization

  10. CBM PROGRAMMES IN EU • The scope of CBM practices: TOWARD EXPANSION

  11. CBM PROGRAMMES IN EU • The type of entities/bodies involved: A GLOBAL APPROACH

  12. CBM PROGRAMMES IN EU • The professional groups involved: MANAGERS AND TECHNICAL EMPLOYEES

  13. CBM PROGRAMS IN EU • The approach to implementation: a step by step perspective

  14. CBM PROGRAMMES IN EU • The focus of CBM programmes-HR functions: SELECTING, DEVELOPING AND EVALUATING PEOPLE

  15. CBM PROGRAMMES IN EU • The sources of competence portfolio: THE JOB AND THE ORGANIZATION

  16. CBM PROGRAMMES IN EU • The competence portfolio: METHODS FOR DATA GATHERING • 12 respondents reported the collaboration with external consultants

  17. CBM PROGRAMS IN EU • The development of competencies framework: COMBINING EXTERNAL AND INTERNAL SOURCES OF KNOWLEDGE 18

  18. CBM PROGRAMMES IN EU • The benefits from the use of CBM: EMPLOYEES

  19. CBM PROGRAMMES IN EU • The benefits from the use of CBM: MANAGERS

  20. CBM PROGRAMMES IN EU • The benefits from the use of CBM: ORGANIZATIONS

  21. CBM PROGRAMMES IN EU • The benefits from the use of CBM: THE STATE IN GENERAL

  22. CBM PROGRAMMES IN EU • The main problems encountered in the implementation

  23. CBM PROGRAMMES IN EU • A global evaluation: developing the existing programs and to broaden their scope

  24. CBM: THE GENERAL CONTEXT OF IMPLEMENTATION

  25. CBM and models of public administration Source: Unlocking the Human Potential for Public Sector Performance-World Public Sector Report, 2005 (United Nations)

  26. CBM and models of public administration (n=18)

  27. CBM and models of public administration (CBM: 9; no CBM: 9)

  28. CBM and tendencies in public administration (CBM: 13; No CBM: 9)

  29. CBM and the role of HR(n=20) Source: Ulrich, 1997

  30. CBM and the role of HR: current (CBM: 11; Non CBM: 9 )

  31. CBM and the effectiveness of HR(CBM: 11; Non CBM: 9 )

  32. What about the older employees?

  33. Managing older employees: current practices (n=24)

  34. Managing older employees: foreseeable practices (n=24)

  35. COMMENTS, SUGGESTIONS…

  36. Thank you for your attention

  37. Member states involved European Commission also provided insightful information regarding CBM 39

  38. Member states who reported CBM • Spain • Finland • Sweden (1980) • Hungary (1992) • Ireland (1995) • Latvia (2001) • Belgium (2002) • Bulgaria (2002) • Poland (2002) • Holland (2003) • Slovenia (2004) • Austria (1995-1999) • Estonia (2004-2005)

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