Corporate PPT Template

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Rick HumphressHCM Specialist Public
Sector Oracle Corporation
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PRIDE in GovernmentUsing Talent Management to
provide effective government services
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Program Agenda
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• Short History of Public Administration
• The Value of Integration
• Models for the Process of Human Resources
• Competency Modeling
• Applied Competency Modeling
• Concluding Observations

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Short History of Public Administration
Applications
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Because from 50 to 75 percent of public
expenditures go toward employee salaries and
benefits, efforts to increase accountability and
reduce expenditures focus on the managerial
functions subsumed by public HR management
(Klinger and Lynn in Condrey, 2005, p. 41).
(Oracle, 2006a, para. 2)
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Public Administration ErasImpact on Human
Resources

• Patrician (1789-1828)
• Patronage (1829-1883)
• Professional (1884-1932)
• Performance (1933-1964)
• People (1965-1992)
• Privatization (1993-present)
• (Klinger and Lynn in Condrey, 2005, p. 39)

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The Value of Integration
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In a very real sense, HRM is being turned on its
head before our eyes. One unmistakable example
is the simple fact that the most basic element of
public personnel operations - the merit system
is being abolished (or at least fundamentally
altered) by reformers. Changes of this nature
reverberate through the entire HRM system,
affecting every technique and shifting the
expectations that managers have of their officers
of personnel management (Hays and Kearney,
2003, p. x).
(Oracle, 2006a, para. 2)
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Public Sector ChallengeBetter HR helps address
the challenge

• Challenge manage scarce resources outside of
  direct control under intense scrutiny, chronic
  under funding, and unrealistic deadlines.
• Potential Solutions (unlikely)
• More control
• Less scrutiny
• More funding
• Relaxed deadlines
• Partial Solution integrate people-centric
  business processes to optimize jurisdictions
  ability to plan, attract, select, pay, evaluate,
  retain, and separate the human talent necessary
  to meet the challenge.

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Models for the Process of Human Resources
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Human resources management in democracy is
simply too important to be left to those who
would see it as a technical problem. Public
administration has always been about governance,
not merely management (Berman et al, 2006, p.
xiv).
(Oracle, 2006a, para. 2)
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IPMA-HRBody of Knowledge
1. Public Sector HR Basics 2. Recruitment 3.
Selection 4. Classification 5. Compensation 6.
Benefits 7. EEO and Diversity 8. Organizational
Development 9. Labor and Employee Relations
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US Office of Personnel MngtBusiness Reference
Model (BRM)
1. HR Strategy 2. Organization and Position
Management 3. Staff Acquisition 4.
Performance Management 5. Compensation
Management 6. Benefits Management 7. Human
Resources Development 8. Employee Relations 9.
Labor Relations 10. Separation Management
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Transactions - Talent MngtConcentrating on value
added processes
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PRIDETalent Management subset

• Planning
• Recruiting
• Incenting
• Developing
• Evaluating

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Competency Modeling
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OPM defines a competency as A measurable
pattern of knowledge, skills, abilities,
behaviors, and other characteristics that an
individual needs to perform work roles or
occupational functions successfully."
Competencies specify the how" of performing job
tasks, or what the person needs to do the job
successfully. Competencies represent a
whole-person approach to assessing
individuals (http//apps.opm.gov/ADT/Content.aspx
?page1-03AspxAutoDetectCookieSupport1JScript1
internal references omitted)
(Oracle, 2006a, para. 2)
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CompetenciesFoundation for PRIDE

• Definitions
• Citizenship Behaviors v. Job Responsibilities
• Job Task Analysis
• PRIDE and competencies
• Planning
• Recruiting
• Incenting
• Developing
• Evaluating

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Competency LinkagesA competency taxonomy
Competency
Learning Objectives
Performance Document
Hiring Factor


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Competency ModelingA competency taxonomy
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Applied Competency Modeling Applications
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Succession planning is a process to recruit
employees develop their knowledge, skills, and
abilities and prepare them for advancement. It
enables organizations to retain more workers and
to gain a return on their training investment
(West in Condrey, 2005, p. 172).
(Oracle, 2006a, para. 2)
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Applied Competency ModelingAddressing current PS
issues

• Succession Planning
• Staff Acquisition
• Pay-for-performance
• Learning
• Performance Assessment

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Concluding Observations
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Millions of dollars are spent every year in
government because of this situation
accountability millions that could not have
to be spent in private organizations. In a
narrow sense government tends therefore to be
less efficient because of its public nature But
since government operates more in the public
interest because of such special attention and
scrutiny, the net effect is to make it more
efficient in terms of its central purpose
(Appleby in Shafritz et al, 2004, p. 135-136).
(Oracle, 2006a, para. 2)
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Government leadershipWhat does PS do will
regarding talent?

• Rigorous planning
• Position management
• Fairness in selection
• Diversity preferences
• Training emphasis
• Rights in the job

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Government is differentDo not run government
like business

• Proofs (a) good administrators with no business
  experience and (b) experienced business leaders
  that made poor administrators
• Public interest motivation is different than
  private gain motivation
• Considerations for Talent Management
• Lower money motivation and higher impact
  motivation recruiting processes must be
  tailored to find these people
• Public accountability all HR processes must be
  easy to audit
• Government is politics recruitment, evaluation,
  and assessment must focus on people in
  relationship - not as individuals

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References
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ReferencesPublic Sector resources
Anderson, J. (1997). Public policy making. 3rd
edition. Boston Houghton-Mifflin. Berman, E.,
West, J., and Bonczek, S. eds. (1998). The Ethics
Edge. Washington, DC International City/County
Management Association.   Berman, E. M, Bowman,
J. S., West, J. P., and Van Wart, M (2006).
Human Resource Management in Public Service, 2nd
edition. Thousand Oaks, CA Sage. Condrey,
S., ed., (2005). Handbook in Human Resource
Management in Government, 2nd edition. San
Francisco, CA Jossey-Bass.   Denhardt, R. B.,
Denhardt, J. V. Aristigueta, M. P. (2002).
Managing Human Behavior in Public Nonprofit
Organizations. Thousand Oaks, CA Sage. (ISBN
0-7619-2474-4). Dunn, W. (2004). Public policy
analysis An introduction. New Jersey Pearson
Prentice Hall.
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ReferencesPublic Sector resources
Hays, S. W. and Kearney, R.C. eds. (2003). Public
Personnel Administration Problems and
Perspectives. Upper Saddle River, NY Prentice
Hall.   Kingdon, J. (1997). Agendas,
alternatives, and public policies, 2nd edition.
New York Harper-Collins.   Laudon, K. C. and
Laudon, J. P. (2004). Essentials of management
information systems, 7th edition. New York
Prentice Hall.   Shafritz, J., Hyde, A., and
Parkes, S. eds., (2004). Classics of Public
Administration, 5th Edition. Belmont, CA
Wadsworth/Thomson. Shafritz, J. and Russell,
E.W., (2005). Introducing Public Administration.
4th Edition. New York Pearson Longman. Tompkins,
J. R. (2005). Organization Theory and Public
Management. Belmont, CA Thomson Wadsworth.
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