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Civil Service Commission HR Reform Implementation Project

Change for our Future

רבמבונ2012 I כנמס סנכ" םייביטרטסינימדא םילהנמו םיריכב םיל 1

הנידמה תורישב המרופר םושיי

Government of Israel | Prime Minister Office | Civil Service Commission

Performance Evaluation Initiative

Implementing Human Capital Management Reform in Israel’s Civil Service

• Dr. Iris Nehemiah

Head of the Department of Doctrine And Knowledge Management The Israeli Civil Service Commission

Civil Service Commission HR Reform Implementation Project

Change for our Future 2

• The Civil Service Commission is responsible for

implementing government policy regarding civil-service administration and personnel.

• The Reform Implementation Project of the Civil Service

Commission (CSC) is the focal point for HR innovation in the Israeli government and public sector levels.

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From the practical perspective of current affairs… What connection do you see between these pictures?

The point at which the public loses its trust in the government and its administration, and has a high-level of uncertainty about the future - that is the point where there is a tangible threat to the state’s stability and future

Summer 2011

We do not meet the public’s needs

October 2014

April 2013 March 2010

2% 10% 21% 30% 37% Irritating Slow Poor quality Fast Quality and courtesy

88% negative attributes

How are we perceived? Which attribute is typical of the public sector?

Public survey – May 2013 Prime Minister’s Office

Problems in in the civ ivil service requiring attention:

• Public distrust
• Broken evaluation and career growth model
• Low employee morale
• Distrust between management, employees and the

bureaucratic system

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Annual planning and implementation cycle: Assessment, clarifying gaps, designing a plan of action, implementation, monitoring Needs

Matching capabilities

Worker evaluation in the civil service – what’s the matter?

The previous evaluation process simply was not working: I. 56% of the employees in the Civil Service not receiving an annual feedback talk at all. II. Average performance review was an inflated 9.62 out of 11 III. Low-level software

• IV. Distrust in the evaluation’s purpose

הנידמה תורישב המרופר

םושייל תישילשה הנשה תא םיליחתמ

40% of managers were found lacking in their managerial skills, 15% significantly so

הנידמה תורישב המרופר

םושייל תישילשה הנשה תא םיליחתמ

How do managers evaluate the capabilities

• f

f the managers below them?

“Nachshon” offices worker’s survey, Wave I & II – July 2015

How do employees evaluate their manager’s capabilities? “Nachshon” offices worker’s survey, Wave I & II – July 2015

הנידמה תורישב המרופר

םושייל תישילשה הנשה תא םיליחתמ

Managerial training Data – overview of managerial achievements

According to analysis of data from the 2014 worker evaluation, 42% of civil-service managers have significant shortcomings in their ability to manage employees efficiently and purposefully.

The reform will be accompanied by managerial training on all levels, as part of the “Management as a Profession” program.

הנידמה תוריש תוביצנ תורישב המרופרה םושייל הטמה הנידמה

העמטהה תורטמ

The worker evaluation model represents a professional perspective which:

• Sees the worker evaluation process as an initiating event for personal

development processes.

• Promotes excellence, and ensures the office goals are fulfilled.
• Improves manager-employee communication,

leading to improved morale, trust, openness and integrity

Goal:

הנידמה תוריש תוביצנ תורישב המרופרה םושייל הטמה הנידמה

New vs Old

“Speaking a different language” Variance management A structured connection between the work plan and worker evaluation Differential evaluation Performance based rewards Growth beginning in conversation Technological progress

21 21

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Q4

Evaluation Metrics & Tools validation Wave I: Six pilot agencies, 4,200 civil servants

Wave II: Expansion based on Wave I insights, 22,000 employees

Implementation Completion

Reform Implementation Initiative: Timeline No’ of agencies / ministries in the project

insights

Infrastructure

• Performance evaluation
• Strategic workforce

planning

• establish HR Policy and

doctrinaire infrastructure

• Ethics and Ethos for the

civil servant

• Reducing bureaucracy
• Building leadership
• Leverage the human

capital potential

• Improve HR

management

• Salary issues

80 80 42 42

Wave III: Approximately 40,000 civil servants

Government of Israel | Prime Minister Office | Civil Service Commission

Establishing a differential evaluation of performance as a baseline for planning and executing professional and managerial development in the civil service The 9 box matrix

The 9 box matrix

Government of Israel | Prime Minister Office | Civil Service Commission 153 3351 1676 344 1775 230 1320 1076 72

Future leaders

Poor functionality

Se Senio ior Management by Functio ionali lity and Potentia ial

Functionality Potential

Poor functionality

Government of Israel | Prime Minister Office | Civil Service Commission 14 305 130 10 68 4 21 35 2

Employee evaluation

18 18

15% Excellent 70% majority 15% Relatively low Stars

Under-achievers

Clarifying the relative position of the employee in his unit and agency

High Low

Government of Israel | Prime Minister Office | Civil Service Commission

50% 40% 28%

Managers believe a change is possible…

92%

• f “Nachshon” office

managers believe the governmental system can be changed and improved, 84% strongly so.

“Nachshon” offices worker’s survey, Wave I & II – July 2015

92%

הנידמה תורישב המרופר

םושייל תישילשה הנשה תא םיליחתמ םיכסמ אל ללכ ןיטולחל םיכסמ

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We made them improve their performance

83% of “Nachshon” office managers believe their unit’s performance has improved, 61% strongly so.

“Nachshon” offices worker’s survey, Wave I & II – July 2015

83%

הנידמה תורישב המרופר

םושייל תישילשה הנשה תא םיליחתמ םיכסמ אל ללכ ןיטולחל םיכסמ

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From th theory to practice – im implementing change

הנידמה תורישב המרופר

םושייל תישילשה הנשה תא םיליחתמ

The first challenge: Turning doctrine into instruction

• Creating a supportive training system and training aids
• Creating cooperation between headquarters and the field, while accompanying HR

workers

Challenge two: Training

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Civil Service Commission HR Reform Implementation Project

Change for our Future 23

Conclusion

• Since its creation in 2013, the Performance Evaluation

Initiative has made a real change in the way employee evaluation is perceived, and the fruits of the initiative are already beginning to appear.

• We believe that in time, the Initiative will prove to be

a cornerstone in a new and improved civil service.