Presented to: Presented by: World Bank Staff Gary Reid PREM - - PowerPoint PPT Presentation

The World Bank

Presented to: World Bank Staff PREM Knowledge & Learning Week Washington, DC April 17-19, 2007 Presented by: Gary Reid Coordinator, Administrative & Civil Service Reform Thematic Group PREM Public Sector Governance

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Getting & keeping the right staff

Ensure depoliticized personnel

management

Enforce professional conduct

standards

Provide due process protections Offer terms of employment that attract

and retain required human capital skills and talent

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Ensure depoliticized personnel management

Rules and procedures governing major

personnel actions

Division of responsibilities for management of

personnel according to rules

Continuous monitoring and evaluation of

evidence of depoliticization

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Rules & procedures governing major personnel actions

Recruitment and selection Ensuring competition Well defined criteria based on accurate job

descriptions

Tiered screens (long listing, short listing, final

selection)

Promotions Transfers Performance evaluations (see below) Career development Disciplinary actions

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Ceará, Brazil

The State of Ceará has an area of 146.348,3 km2.

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Ceará, Brazil: Rules & procedures governing major personnel actions

Recruitment and selection Ensuring competition with tiered screens: 3 to 4 -stage hiring process

– Written applications to ID long list for interviews – Interviews with 2-person teams (nurse and social worker from State) – Meetings with all applicants as a group – Interviews of finalists (usually)

Well defined criteria based on accurate job

descriptions

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Ceará, Brazil (cont.)

Performance evaluations Clearly specified performance standards governing

health agents – Live in the area where they worked – Work eight hours/day – Visit each household at least once/month – Attend all training and review sessions – Not canvass for a political candidate or wear

• r distribute political propaganda

“Rejects as monitors” Nurse supervisors served as visible places to

complain regarding failure to meet publicized performance standards

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Career development Considerable “transportable” training, both at entry

(3 months) and in-service

Nurses gained greater control over their direct-

reports (health agents), and commanded greater respect from those agents, as well as from their colleagues

“Self-enlarging” jobs of health agents: Using “curative” interventions to build enough

client trust to permit more effective “preventive” interventions

Moving into community-wide interventions,

because of inspiration or working with a community’s households

Respect of clients made work rewarding

Ceará, Brazil (cont.)

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Disciplinary actions Contract hiring permitted ready dismissal

for poor performance

“We are keeping all the applications, just

in case any of those we hire do not perform well”

Promotions: NA Transfers: NA

Ceará, Brazil (cont.)

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Albania: Rules & procedures governing major personnel actions

Recruitment and selection Ensuring competition Well defined criteria based on accurate job

descriptions

Tiered screens (long listing, short listing,

final selection)

Promotions Transfers Performance evaluations (see below) Career development Disciplinary actions

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Division of responsibilities for management

• f personnel according to rules

Personnel policy making: Establishing the

rules

Personnel management: Implementing the

rules

Oversight of personnel management:

Ensuring that implementation of the rules is consistent with both the letter and the spirit of those rules

Redress: Protecting staff from misuse or

abuse of the rules

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Due process protections

Checks on all major personnel actions Tenure protections Redress

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Continuous monitoring and evaluation of evidence of depoliticization

Incidence of competitive recruitments by things like

type of position, organizational units, political appointments vs. civil servants vs. other staff, etc.

Quarterly turnover rates mapped against changes in

political leadership -- by things like type of position,

• rganizational units, political appointments vs. civil

servants vs. other staff

Quarterly transfer rates mapped against changes in

political leadership -- by things like type of position,

• rganizational units, political appointments vs. civil

servants vs. other staff

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11.2% 2.8% Quarters not immediately following a change in political leadership 14.3% 2.1% Quarters immediately following a change in political leadership 11.7% 2.7% All quarters

Political Appointees Civil Servants Period[1]

appointees and other public employees. The civil servants data encompasses two changes in political leadership, while the other data encompasses only one change in political leadership. Changes in political leadership occurred in September 2001 (new Parliament, new Cabinet, no change in Prime Minister) and August 2002 (new Prime Minister, new Cabinet).

Albania: Depoliticization

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Q&A