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הנידמה תורישב המרופר םושיי Civil Service Commission Government of Israel | Prime Minister Office | Civil Service Commission Change HR Reform Implementation Project for our Future Performance Evaluation Initiative Dr. Iris Nehemiah Head of the Department of Doctrine And Knowledge Management The Israeli Civil Service Commission Implementing Human Capital Management Reform in Israel’s Civil Service רבמבונ2012 I כנמס סנכ" םייביטרטסינימדא םילהנמו םיריכב םיל 1

Civil Service Commission Change HR Reform Implementation Project for our Future • 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. 2

From the practical perspective of current affairs… What connection do you see between these pictures? We do not meet the public’s needs Summer 2011 April 2013 October 2014 March 2010 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 3

How are we perceived? Which attribute is typical of the public sector? Fast Quality and courtesy 2% 10% Irritating 37% 21% Poor quality 30% Slow Public survey – May 2013 88% negative attributes 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

Annual planning and implementation cycle: Assessment, clarifying gaps, designing a plan of action, implementation, monitoring Matching capabilities Needs 6

הנידמה תורישב המרופר Worker evaluation in the civil service – what’s the matter? םושייל תישילשה הנשה תא םיליחתמ 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

How do managers evaluate the capabilities הנידמה תורישב המרופר of f the managers below them? “ Nachshon ” offices worker’s survey, Wave I & II – July 2015 םושייל תישילשה הנשה תא םיליחתמ 40% of managers were found lacking in their managerial skills, 15% significantly so

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

הנידמה תורישב המרופר Managerial training Data – overview of managerial achievements םושייל תישילשה הנשה תא םיליחתמ 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 Goal: 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

New vs Old הנידמה תוריש תוביצנ תורישב המרופרה םושייל הטמה הנידמה “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

Reform Implementation Initiative: Timeline Evaluation Wave I: • Performance evaluation Wave II: Metrics & Tools Six pilot Implementation Expansion based on • Strategic workforce Completion validation agencies, Wave I insights, 22,000 employees planning 4,200 civil servants • establish HR Policy and Wave III: doctrinaire Approximately Infrastructure infrastructure insights 40,000 civil servants • Ethics and Ethos for the civil servant • Reducing bureaucracy • Building leadership 80 80 42 42 21 21 • Leverage the human 6 capital potential Q4 • Improve HR management • Salary issues No’ of agencies / ministries in the project

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

Government of Israel | Prime Minister Office | Civil Service Commission The 9 box matrix Poor functionality 1320 230 3351 1076 1775 1676 72 344 153 Future leaders

Government of Israel | Prime Minister Office | Civil Service Commission Se Senio ior Management by Functio ionali lity and Potentia ial Poor functionality 21 4 305 Functionality 35 68 130 2 10 14 Potential

Employee evaluation Clarifying the relative position of the employee in his unit and agency 70% 15% 15% majority Relatively low Excellent Stars Under-achievers 18 18

Government of Israel | Prime Minister Office | Civil Service Commission Low High 50% 40% 28%

הנידמה תורישב המרופר םושייל תישילשה הנשה תא םיליחתמ Managers believe a change is possible… 92% of “ Nachshon ” office 92% managers believe the governmental system can be changed and improved, 84% םיכסמ אל ללכ strongly so. ןיטולחל םיכסמ “ Nachshon ” offices worker’s survey, Wave I & II – July 2015 20

הנידמה תורישב המרופר םושייל תישילשה הנשה תא םיליחתמ We made them improve their performance 83 % of “ Nachshon ” office 83% managers believe their unit’s performance has improved, 61% strongly so. םיכסמ אל ללכ ןיטולחל םיכסמ “ Nachshon ” offices worker’s survey, Wave I & II – July 2015 21

הנידמה תורישב המרופר From th theory to practice – im implementing change 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 22

Civil Service Commission Change HR Reform Implementation Project for our Future 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. 23