Government Training Programme

1. ZAFAR AZIZ OSMANI
MAY, 2015
Interpersonal Relationship in
Public Sector Organization

2. Master in Arts &. Bachelor of Law
Human Resources Management Program - Cornell University, USA
CEO of Excelerate (Pvt.) Limited
Karachi Electric Supply Company - Chief Operating Officer
Habib Bank Ltd,. SEVP Head HR & Organization Development
Member CBR, Government of Pakistan HR Management
Pak Kuwait Investment /Meezan Bank-SEVP Planning, Marketing, IT, and HR
American Express- Director HR Pakistan/Regional Director Asia Pacific
Exxon Chemical (ENGRO) Finance & Planning
Government of Pakistan CSS Officer in Finance Group.
Zafar Aziz Osmani
CEO, Excelerate (Pvt.) Limited
Global HR Excellence Award - Asia Pacific HRM Congress in Mumbai 2006
HR Leadership Award - Times-Ascent group in Mumbai 2008
Life Time Achievement Award - Asia Pacific in Bangalore HR Congress 2012
2

3. 3
Interpersonal skills are skills that
connect, communicate and interact with
other people, both individually and in
groups.
INTERPERSONAL SKILLS CONCEPT

4. 4
Interpersonal
skills
Public Sector
Culture Relevance
PUBLIC SECTOR & INTERPERSONAL SKILLS

5. 5
Within Public Sector
• Interdepartmental
• Between Ministries
• Federal/Provincial
With External Public
• Common public
• Political Segment
• Media & Press
PUBLIC SECTOR INTERPERSONAL SKILLS DIMENSIONS

6. 6
Bureaucracy was used a key institution
British provided patronage to
landlords, religious and tribal elders
Provided land grants, titles,
pensions to ensure political stability
Colonial heritage of Pakistan
Influencing the political culture Bureaucratic institutions
PUBLIC SECTOR CULTURAL BACKGROUND

7. 7
INTERPERSONAL SKILLS MANAGEMENT
PUBLIC SECTOR CHALLENGES

8. 8
Key Challenging Factors
•Limitations of the political leadership
•Management Conflicting Priorities
•Politicized bureaucracy
•Corruption perceptions
•Disregard for rule of law and merit
Interpersonal Skills in Public Sector

9. Input
• Fresh
Induction of
Officers
System
• Academy
• Directorates
of Training
• Mid /
Advance
Career
Trainings
Output
• Class of
public
service
officers
with
readiness to
achieve
government
goals
9
PUBLIC SERVICE CULTURE

10. Public
Service
Stakeholders
Government
of Pakistan
People of
Pakistan
Employees
in Public
Services
10
PUBLIC SERVICE STAKEHOLDERS

11. Ratefollowingonscaleof1-5
(1Low5Excellent)–
CurrentandDesired
Perception
Respect
Commitment to public cause
Capability to deliver results
Ability to stand political pressures
Quick resolution of public issues
Ability to change
Corruption
11
PERCEPTION OF PUBLIC SERVICES - A QUICK TWITTER / LINKED IN SURVEY

12. 12
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Public Service Perception Gap
Current
Expectation

13. GAP between
Performance Perceptions
and
Expectations
From Public Services
13
INTERPERSONAL SKILLS MANAGEMENT

14. 14
Addressing Public Sector Culture
Alignment with Changing Realities
• People
• Government Goals
• Public Service Employees
Focus on External Stakeholders
INTERPERSONAL SKILLS MANAGEMENT – WAY FORWARD

15. Public Sector Conflict Resolution

16. Public is changing
Perceptions are changing
Expectations are changing
Level of tolerance is changing
Pressures on civil service is changing
16
GROWING PRESSURES & CONFLICTS – PUBLIC SECTOR

17. 17
People
Outside / External Factors
Public Service
Influencers
Media
CHANGING INFLUENCES IN PUBLIC SERVICES

18. 18
Media creares constructive
awareness
Media has little effect
No response
IMPACT OF MEDIA ON AWARENESS

19. 19
EXPANDING NETWORK OF CHANNELS

20. 20
INFLUENCES FROM SOCIAL MEDIA

21. 21
LIVE INFLUENCERS

22. 22
CAMPAIGN AGAINST VIP CULTURE

23. What is to be
done ?
How ?
Would it be
doable ?
Any learning
past experiences
within Pakistan?
23
QUESTIONS?

24. Strong status quo protection
Legacy culture of authority
Vested interest forces – internal & external
Leadership misperception of performance
Inability of open minded to make difference
CONFLICT RESOLUTION CHALLENGES

25. 25
• Non sustainability of new initiatives
• Comfort of survival within the existing
framework
• Insecurities of organization capability
under new system
• No threat to survival despite indifference
and non performance
Belief In
Status Quo
THE KEY IMPEDIMENT

26. • Institutional reforms and turnaround are
critical for Pakistan
• There is need for redefining leadership
competencies in public sector
• Good governance and commitment to
change with a strong reinforcement
Bringing Modern
Leadership
Competencies
26
LEADERSHIP FOR CONFLICT RESOLUTION

27. Critical
Success
Factors for
Future
Realization of reality
Commitment & Resources
Critical mass of leadership
Taking ownership as a mission
Balancing resistance
27
WAY FORWARD

28. 28