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Innovation Workshop: Global Best Innovative Practices in HRM


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Innovation Workshop: Global Best Innovative Practices in HRM

  1. 1. Hasanuzzaman Policy Associate Access to Information (A2I) Programme 9th November 2013
  2. 2.  Defining innovations  Global best innovative practices in HR sector  State of affairs in Bangladesh  What next
  3. 3.  E-Governance ◦ Bangladesh: an outlier from the global discourse perspective  SPS  Innovations Time,  NOT BPR Cost, Visit and ultimately Methodology and objectives ◦ Inform global best innovations in PHRM ◦ UNDESA’s Public Service Awards Quality
  4. 4. Initiative Peru Year of Award 2011  Workers  retrenchment in the face of global financial crisis  Common knowledge network, Portugal, 2011 Portugal 2011  Admin. adequate responsive training Poland 2009  Disseminating information and knowledge in Portuguese-speaking countries Discrepancy between the institutional and legal arrangements and the bureaucratic practices fell disappointingly short of civic and political expectations when it came to delivering adequate public services Programma revalora Country Problem Innovation   Reevaluate Peru offers work and training opportunities to retrenched workers and those affected by the international crisis Prioritizes youth, women and people with disabilities Network helps build and develop the knowledge society, promoting the sharing of knowledge, experiences and best practices within the public administration. The National School of Public Administration has been instrumental in knowledge sharing in the Polish Public Administration for its modernization as well as in training and popularizing values and attributes typical of effective, efficient, etc
  5. 5. Initiative Central recruiting systems Country Oman Year of Award 2011 Problem  Corruption in civil service recruitment Innovation       Career coaching eservices Republic of Korea 2011  Low  women’s employment rate  Ministry of Civil Service (MOCS) established a system in which mobile phones can be used by job-seekers to apply for employment within the Civil Service. Applicants’ qualifications are verified electronically via the Human Resource Management System (HRMS) and records from the Ministry of Manpower Qualified applicants go through a computer based examination at regional centres nearest their home Graded by computer-based systems and score given to them immediately Top 5 candidates directed to an interview on this same day Length of the recruitment process reduced from 11 months to less than a month Gyeonggi Women’s Development Center (GWDC) dedicated to expanding women’s career capabilities and economic empowerment Rather than solely providing education and training, GWDC opted to include career development consulting and job placement, so as to provide a comprehensive program aimed to realize the goals of female employment
  6. 6. Initiative Country Minimizing public service corruption Cameroon Public employment management Australia Year of Award 2004 2004 Problem   Administering and paying employees, managing individual personnel and general human resources, lack of transparency and corruption in public services Increase efficiency, transparency and effectiveness of the public service Innovation        Decentralize the management of civil service personnel and enable civil servants to obtain information related to their payments, leave, etc. Simplified the process of dealing with personnel cases, promoted transparency and minimized the incidence of corruption among public servants. New Public Management guiding theory adopted by the government to reinvent itself NPM: new ruling paradigm of innovation in west European public administration A process-oriented administration gives way to an output-oriented administration (hence the insistence of performance indicators, evaluations and performancerelated pay, and quality improvement The Public Service Act reinforced the devolution of authority which empowered each agency to manage directly employment processes and was encouraged to align its staffing, its performance management systems and service delivery arrangements Each agency made accountable for its performance, through its Minister, to Parliament
  7. 7. Initiative Municipal government online portal Country Year Award Spain 2003 Problem  Facilitate and improve the relationship between citizens and the municipality by simplifying the tools that citizens use to obtain information and communicate with public institutions Innovation      Focused on three basic services for citizens: the Alcobendas Card (local council in your pocket), an expanded website, and an integrated 24-hour telephone information service The Card has drawn the most attention Provides a free-of-charge form of personalized identification and allows for interaction and the exchange of information with other cardholders. Eliminates the need for different local forms of ID by bringing all services together, cutting waiting time for citizens down to an average of less than four minutes By providing a 24-hour telephone information hotline, integrating information and services for citizens, enlarging and decentralizing existing offices (where possible), and extending office hours to afternoons, evenings, and Saturdays, the municipality was able to integrate offices and services, increase accessibility, enhance the quality of service, and reduce waiting times
  8. 8.  Many actors and institutions involved in Bangladesh public sector human resource management (PHRM), resulting in “overlapping jurisdictions” and “lack of coordination” in the civil service management (case of decentralization in Cameroon) ◦ Ministry of Establishment and its Public Service Commission (PSC) are the central authorizes responsible for recruiting candidates for appointment to the civil service (In recent years, the public image of PSC has been drastically affected) ◦ The Ministry of Finance (MoF) plays the instrumental role in determining the salary of the civil servants as well as the size of the civil service: a case where MoE is at loggerheads with the MoF in determining the size of the public service. ◦ Ministry of Law, Justice and Parliamentary Affairs also a key actor ◦ The Prime Minister’s Office (PMO) also involved in the PHRM process
  9. 9.  Overtly politicized PSC: On an average, it takes more than two years to finish the examination (less than a month in Oman)  Promotion at the senior level kept outside the purview of PSC  Poor link between training and promotion (Poland is a good case to consider)  ACR very subjective and criticized for not being very scientific  Absence of rules and regulations outlining specific guidelines on transfer and posting  Transfer and posting not viewed as a tool for achieving efficiency in disposal of public business
  10. 10.  Problem identification: Identify and examine a problem through group discussions  Problem definition: Portray a complex problem in simple terms  Solution identification: Find possible ways of dealing with the problem  Implementation: Effective on-the-ground
  11. 11. Thank you