Department of Doctrine, Research and Knowledge Management - - PowerPoint PPT Presentation
Leading change, for our future Department of Doctrine, Research and Knowledge Management Organizational Structure and Goals Table of f contents The departments units and
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לארשי תנידמ |הנידמה תוריש תוביצנ הרות ףגא ,עדי לוהינו רקחמ
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לארשי תנידמ |הנידמה תוריש תוביצנ הרות ףגא ,עדי לוהינו רקחמ
The department will constitute an agent of innovation, entrepreneurship and professionalism within the civil service The department will constitute a leading source of information for the management of human capital in the 21st century public sector The department will lead an outlook of preserving, creating and sharing knowledge, as a basis for decision making and performance improvement processes. The department will constitute a leading professional body for internal communications within the public system, and will develop and implement a communication outlook, strategy and infrastructure for the enhancement of civil servant involvement, commitment and motivation.
The State of Israel The Civil Service Commission Department of Doctrine, Research and Knowledge Management
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לארשי תנידמ |הנידמה תוריש תוביצנ הרות ףגא ,עדי לוהינו רקחמ
Developing management mechanisms and capabilities, and enhancing the human capital in the civil service
Information management and communication Policy and external relations Research
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לארשי תנידמ |הנידמה תוריש תוביצנ הרות ףגא ,עדי לוהינו רקחמ
2014 2015 2016
Policy and external relations Research and Information
Knowledge management and communication
communicating them to the offices. 20 further teams in 2016. Writing and founding the “Doctrine of Doctrines”.
Foundation of an interactive pool of information and research; Foundation of an advisory research committee for the commissioner; Establishment a yearly conference of policy and public administration led by the commissioner; Establishment of a professional research journal
and leading a yearly conference of knowledge management in the civil service; creating cross-sectional colleague networks in the government around common grounds; debriefing and learning from past projects.
infrastructure for the CSC; “Employee in the center” project.
Research accompaniment of Flagship projects: ”Tree of Knowledge”, worker evaluation, attitudes survey, academic cooperation Analyzing the profile of the civil servant along the years
workforce (new generations, population ageing, motivational factors)
Justice, Department of Water and Sewage)
Civil servant evaluation
Establishment of international relations: one bi-lateral relation, representation in two international conferences, formal recognition by winning one prize
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לארשי תנידמ |הנידמה תוריש תוביצנ הרות ףגא ,עדי לוהינו רקחמ
College manage ment doctrine and mid- level “Tree of Knowledge ” policy papers Workplace stance survey Worker evaluation External relations and academia Development
knowledge management
The worker in the center (concentrating and enhancing accessibility of information regarding employment conditions)
Advising the commissioner and the CSC departments
Research and sense-making from big data bases Initiating and implementing policy Knowledge management and intra-organizational communication
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לארשי תנידמ |הנידמה תוריש תוביצנ הרות ףגא ,עדי לוהינו רקחמ
Goals Development of an organized management doctrine and central milestones on the CSC’s core issues. Establishment of knowledge-based routines in the CSC’s decision making processes. Renewing and updating human capital management doctrine and organizational structure doctrine. Creating and establishing long-term relations between the CSC and research institutes, academia, business sector and NGOs. Developing bi-lateral relations with foreign governments and international organizations. Added value for the civil service The creation of an innovative, uniform and contemporary systematic doctrine for the management of human capital in the civil service. Continuous improvement of work processes and decision making in the CSC and civil service. Influencing perception and external framing of the civil service as a professional and advanced body amongst government, citizens and international organizations.
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לארשי תנידמ |הנידמה תוריש תוביצנ הרות ףגא ,עדי לוהינו רקחמ
Goals Supplying up to date information for policy makers regarding the current situation and trends
and determination of intervention plans. Supplying information for other audiences in the civil service, such as HR directors, in order to encourage supervision and self improvement . Distributing the information to interested parties outside the civil service, including the public, in order to increase transparency and trust in the civil service. Added value for the civil service Establishing policy and civil service actions on knowledge and facts. Identifying enabling factors, obstructions and system trends so the civil service may address them. Reinforcing civil service senior staff with knowledge management tools derived from research. Increasing worker trust in management and in the civil service commission, and increasing public trust in governmental services, by enhancing transparency through research (i.e satisfaction surveys).
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לארשי תנידמ |הנידמה תוריש תוביצנ הרות ףגא ,עדי לוהינו רקחמ
Goals
Serving as a professional guiding unit for the promotion of knowledge management and reciprocal learning in the civil service. Supporting implementation of training methodologies and knowledge management technologies. Creating colleague cooperation networks surrounding shared topics, throughout the government offices. Developing and implementing internal communications perception, strategy and infrastructure in order to enhance levels of commitment and engagement within the civil service. Supporting communication in strategic projects and core issues led by the civil service commission amongst civil servants.
Added value for the civil service
Enhancement of government efforts and work interfaces as a result of knowledge management processes, improvement of the flow of information within and between offices, and increasing mutual learning in the civil service. Increasing awareness, understanding and appreciation of CSC efforts amongst civil servant managers and employees Increasing the engagement, commitment and motivation of civil servants. Perpetuating dialogue between the CSC and civil service management and employees around subjects and issues promoted by the CSC.