Pool Talent Management for Senior and Executive Civil

Pool & Talent Management for Senior and Executive Civil Servants France David Corbé-Chalon 15 May 2017 In-depth presentation

Key Characteristics & Figures: Civil Service in France • A career-based system based on competitive recruitment • 3 branches: State, Local and Hospital • 5. 4 million agents, including military, police, teachers, nurses • 70 % are established civil servants • 62 % are women

Senior and Executive Civil Servants: Key Figures, Pool & Positions • Key figures of all SCSs: – Around 121 500 agents i. e. 2. 3 % of the civil service – 40 % of women Average : 48. 1 y. o. – Average remuneration : from 7 700 euros (State) to 6 000 euros (Local) All SCSs • SCSs are clustered into “corps” – E. g. : State/ Audit Court/ Foreign Affairs Councilors; General Inspectors; Civil/ Finances/ Statistics Administrators; Environment/ Economics Engineers; etc. State SCSs • SCSs are deemed to be appointed to superior positions – D 1 Superior Positions at Government’s discretion e. g. secretary general, central administration director, prefect, ambassador – D 2 Superior management and expertise positions e. g. head of department, sub-director, high-level expert… – But also Direction of State territorial administration

State SCSs Pool & Talent Management: Context & Background • New challenges for public administrations: • • Increasing pace, complexity, digitalization … Need for promotion of initiative and risk-taking Especially for SCSs, key actors of change management Need for: – Stronger SCSs profiles : diverse, skilled, professional – Support to SCSs in building their professional paths – A more efficient & transversal HRM dedicated to SCSs New Pool & Talent Management policy since 2010, renovated in 2015, as part of HRM professionalization

State SCSs Pool & Talent Management: Context & Background Aims of the Pool & Talent Management policy ü Facilitate talent detection: help public administrations choosing strategical positions nominees through pools of high potentials ü De-compartmentalize pools: improve the openness of professional paths and the diversity of profiles with inter-ministerial experiences ü Professionalize nominations: make nominees the right persons at the right place so as to efficiently conduct change management ü Strengthen managerial culture and practices: help consolidate and develop culture & practices through specific training programs

State SCSs Pool & Talent Management: Focusing on D 1 and D 2 Positions

Focus #1: D 1 Positions Pool & Talent Management Promotion of a more professional and ambitious management of State D 1 Managers since 2010 Guidelines following a three-fold objective: ü Build and manage the pool of future State D 1 Managers - Identify, train and support high potentials ü Define and identify desired profiles for upcoming appointments - Elaboration of job descriptions & Standardization of the nomination process ü Follow-up and backing of careers - New professional evaluation procedure - Dedicated support through e. g. training programs

Focus #1: D 1 Positions Pool & Talent Management Dedicated administrative organization Central role of the Secretary-General to the Government Creation and reinforcement of the “Executive Managers Mission“ - Primary responsibility for detecting and training future D 1 Managers - Positioned as Deputy Secretary General to the Government Renewed relationship with other actors : - Directorate-General for Public Administration and Civil Service - Ecole Nationale d’Administration – ENA - Secretary-General for Public Administration Modernization – SGMAP - Network of Secretary-Generals of Ministries and Ministerial HR Directors

Focus #1: D 1 Positions Pool & Talent Management Tools backing this comprehensive policy 1 st step: Detection Annual Senior Management Review Pool Management Assessment procedure 2 nd step: Training Inter-ministerial Cycle for State Management 3 rd step: Nomination process Hearing committees Standardization of proposals to the Council of Ministers

Focus #1: D 1 Positions Pool & Talent Management Detection: Annual senior management review Ø Review conducted by each ministry - Common Referential of Managerial Skills: a harmonized process Current members of the inter-ministerial pool get specific attention Ø Supported by broader HR tools ü Ministerial Managerial Plans: Strategic orientations & Action Plan - Linked to inter-ministerial priorities - Dealing with attractiveness, identification and retention of high potentials and talents = motivating professional paths ü Several other instruments: review of all managers, professional networks, helping guides and training

Situation skills 1. Strategic Vision 2. Openness 3. Innovation Action skills 4. Steer 5. Adapt 6. Conduct change Relation skills 7. Listen 8. Communicate 9. Develop skills 10. Emotional control

Focus #1: D 1 Positions Pool & Talent Management Detection: Assessment procedure - Filter between ministries and the inter-ministerial pool - Make the selection procedure more objective - Give a clear and shared vision of potentials - How it works: - Assessment conducted by an external partner - On the basis of the Referential of Managerial Skills - Completed by interviews led by the Executive Managers Mission - Confidential restitution of the assessment afterwards

Focus #1: D 1 Positions Pool & Talent Management Detection: Pool Management - Pool dedicated to appointments to about 200 D 1 positions - Pool management renovated in 2015: ü Accrued transparency ü Improved selection process - Reduced volume of members to 500 - Gender equality goals - Limited duration of membership personalized career advice Objective : that only 25 % of positions at Government’s discretion be filled by nominations from outside the pool

Focus #1: D 1 Positions Pool & Talent Management Training: Inter-ministerial Cycle for State Management - Designed to help members of the pool develop their managerial abilities and leadership skills in the short term Mandatory for all new pool members How it works: - 7 days over 8 months - Including a detailed management skills assessment - 5 modules: a mix of collective & individual training/coaching Aside, tailor-made training actions common with actual D 1 Managers: - e. g. public speaking, mediatraining, leadership, tough negotiation, coaching and peer-to-peer exchanges Specific program designed for women

Focus #1: D 1 Positions Pool & Talent Management Nomination process: Hearing Committees - Professionalize the nomination process, improve its transparency and inter-ministerial pooling - Procedure applies to all candidates proposed to D 1 positions by the Prime Minister and the responsible Minister v Whether or not pool members v Exception for some defence and security positions - How it works: ü Composition reflecting openness ü Non-binding, advisory opinion communicated to the Minister

Focus #1: D 1 Positions Pool & Talent Management Nomination process: Standardization of proposals to the Council of Ministers Rule: Freedom of decision in D 1 nominations But the standardization process initiated in 2013 seeks: ü Gender equality & diversity among nominations ü Anticipated movements by quarterly notifications ü Enlightened choice among proposed candidates For each D 1 position, Ministers are bound to make 3 proposals: At least 1 woman and 1 pool member Duly motivated and ranked by preference

Focus #1: D 1 Positions Pool & Talent Management General Stocktaking ü Improved upstream ministerial selection: Demonstrated by the good results of the assessment procedure ü Enhanced management of the inter-ministerial pool: Advisory opinions of hearing committees followed Growing proportion of pool members & women among nominees Reduced proportion of non-pool members among nominees

Focus #1: D 1 Positions Pool & Talent Management Lessons learnt Policy reviewed by Parliament in June 2016: - Notable progress in diversity, professionalization and gender equality - Proposed measures to improve the process: ü Enhance selectivity and transparency by improving upstream ministerial selection ü Expand the use of the pool by the Council of Ministers ü Develop the training offer of the Inter-ministerial Cycle for State Management

Focus #2: D 2 Positions Pool & Talent Management Extending the pool policy to D 2 positions Multiple issues: - Greater diversity of positions: v Management positions: head of department, sub-director v Expertise positions: high-level expert, project director - Larger number of potential pool members for 800 positions - Need for a stronger development of reviews of managers Choice of a progressive extension - First phase: Heads of Department (Ho. Ds)

Focus #2: D 2 Positions Pool & Talent Management Pool policy for Ho. Ds Follows the same goals as for D 1 positions: ü Professionalize and open the recruitment process ü Identify and train high potentials ü Enlighten the choice made by nominating authorities Nomination of Ho. Ds: - Around 60 positions annually - Nomination by PM and the responsible Minister after consulting the Minister for Civil Service Central role of the Directorate-General for Public Administration and Civil Service (DGAFP)

Focus #2: D 2 Positions Pool & Talent Management Tools backing the policy dedicated to Ho. Ds As for D 1 positions, this policy relies on: - Senior management review & ministerial managerial plans - Dedicated training - Nomination after audition by hearing committees Ø Training: Inter-ministerial management seminar for newly nominated Ho. Ds and sub-directors Ø Hearing committees deliver an advisory opinion to the Minister: - Flexible composition upon needs - Not applicable in case of renewal

Questions ?

Thank You David Corbé-Chalon david. corbe-chalon@finances. gouv. fr