Recruiting Future Public Sector Leaders

1. Recruiting Future Public Sector Leaders MercuriUrval: Expertise, Experience and Challenges • It’s all about people!

2. The KeyIssue: Why Is Public SectorSexy for your Future Managers • Because Public Sector is about all of us – me and you – around the globe

3. Who we are • Christian Kofoed-Enevoldsen, Sebastian Volkers, Susanne Bentkjaer • Founded in Sweden in 1967 we are pioneers in understanding the relationship between people and organisational success • Independent. Organically-grown. More than 700 consultants worldwide, across 75 offices in 21 countries on 4 continents • Our people are organisational orientated, hands-on, focused and backed up by best-in-class intellectual property • Each year, we improve the performance of over 3,000 clients through improving the capability of their people • We have a consistent global approach. We believe • We can improve your results by focusing on your business needs and people capability • The right people make great things happen.

4. Mercuri Urval’s Global Reach

5. Major International Clients

6. Our Management Model • The individual profile – Knowledge, skills, experience and attributes (personality, motivation and skills) - has a decisive influence on the level and direction of the actual behaviour • A employee’s development in behavioural terms is directly related to the development of insight in his/her individual profile • Employees develop their real impact faster by insight than by “trial and error”. “ We are pioneers in predicting the impact people will have on results

7. Our Services to our Public Sector Clients • Executive Recruitment and Search • Management Assessment (as an input to selection) • Management Development Planning • Management Coaching • Management Team Coaching • Talent Coaching • Management Appraisal/360 Feedback • Team Management • Strategic HR (result based) • Management Audit (Stakeholder or Capability Analysis)

8. Public Sector Areas Geographical Level • National government (ministries) • National agencies (highly specialised professional bodies) • Regional government and agencies • Local municipalities and institutions • International organisations • NGO´s Professional Areas • Infrastructure/Transport • Finance/Tax • Education & Research • Healthcare • Social Affairs and Housing • Security (defence, police) • Culture

9. MercuriUrval • YourRecruiment Challenges

10. Public Sector • Not for profit organisations (expenditure goals) • Political governance structure • Management as a key challenge • Rules and regulations (transparency) • Professional ”no mistakes allowed” culture (accountability) • Stakeholder complexity • Organisational stability • Organisational change (New Public Management+) • Detailed, regulated HR processes • Complex (and slow) decision making processes • Regulation (tender procedures, non-discrimination) • National particularities, traditions and administrative cultures • Characteristics

11. We Understand • An efficient Public Sector is a vital part of the development of modern, well functioning societies. • Managers in public sector organisations – whether working on a local, national or international level - often deal with highly sophisticated or specialised tasks with great substantial influence on us all. This requires a delicate combination of excellent cognitive skills coupled with good personal empathy and integrity. • The Public Sector is challenged by the rapid changes that sweep modern society, demanding a clear and engaging personal leadership style in order to make staff follow. • Public Sector managers must be accountable to a large and diverse group of stakeholders and therefore must be able to focus their management efforts on effectiveness (quality of output, efficiency and productivity) in delivering results within their organisations’ core area of public service. • That:

12. We Believe The Public Sector needs clever heads to manage and navigate up against the politically defined values and goals. You need to acknowledge and understand the special organisational framework that public management is developed within and how the decision making processes on capability building and staff management take place. The Public Sector key resource is its people and their ability to interact with each other and the public. You should make use of consultancy services that are build on genuine, technical expertise in understanding people and management and we have strong analytical capability, insight and public sector knowledge that enables us to tailor-make our service to the specific needs and challenges of Public Sector Institutions. That:

13. Public Sector Talent Challenges Talents looks for personalbenefits Talents is loyal towardsowngoals Talents thrives for havinginfluence and impact Talents wants to have a broadoutreach Talents wants to have personal feedback And Public Sector is slowmoving business What’s in it for me

14. Public SectorOpportunities Send out focussed, individualisedmessages to attract talents Create and nursure talent pipelines Define a clear and transparent carreer pipeline Developattractive management understanding Developdynamic, organisationalteamfocus Invest in peopledeployment Open up and seekadvice Having a unique position needs to be told and understood

15. Selected Public Sector References • Ministries of State, Finance, Justice, Tax, Transport, Environment, Agriculture, Foreign Affairs etc. in the Nordic countries – Executive Search and Selection • Cities of Copenhagen, Stockholm, Oslo etc. – Search, Recruitment and Selection • Regions of Sweden, Denmark etc. – Stakeholder Analyses and Recruitment • National Police Force – Management Audit • European Commission – Senior Management Assessment • European Central Bank – Management Feedback • European Agencies for Space, Energy, Patents, Environment, Chemistry – Assessment Centres • UNICEF – Talent Coaching • WHO – Management Assessment, Management Coaching, Executive Search • Within the Last 5 Years