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Public Service Delivery of the Future

Combating Corruption, Streamlining Performance

Tamar Jinchveladze

22 September 2011

Batumi, Georgia

MODERN APPROACHES TO HUMAN RESOURCE

MANAGEMENT

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E-HR

Recruitment/selection methods

Performance appraisal system

Human Capital Management

Motivation

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E-HR

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Organization

- Saving material and human resources

- Access to staff information from any place of the world

HR department

- Facilitation of process management

- Focus on strategic issues

- Minimization of mistakes

Employees

- Self-service

- Proper decision-making during performance management considering employees’ skills and knowledge

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Operational

Relational

Transformational

• Personal information management

• Self-service

• Selection

• Assessment

• Work management

• Strategic HR

• Motivation

• Knowledge management

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50 minutes 7 minutes

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Recruitment/Selection of

qualified employees

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Earlier

- Rigidity

- Unlimited number of selection panel members

- Nepotism

- One target group

Vs.

New - Transparency

- Objectivity

- Countable procedure

- Established quantity, distribution of functions of panel members

- Procedure for conflict of interest

- Multi target group: graduates (internship), students (practice), hiring handicapped persons - Adaptation

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• Attraction of qualified staff

• Enhancement of the image of the Ministry

• Increase of efficiency of the Ministry

Goals

• Work with universities – database of graduates

• Work with students – information about the Ministry

• Utilization of social networks

• Other sources – local television, radio

New approaches

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0 10 20 30 40

2009

2010

Statistics of job announcements

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How to make an affective

performance appraisal system?

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Improvement of organizational and individual activity

Comparison of expectations and goals between the manager and the employee (interview for assessment)

Awarding successful employees – professional and carreer development, salary increase

Managing less successful employees

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Short-

term

Planning Mid term

review

Development

Annual

appraisal

Activities

Self-assessment

Assessment by line

manager

Comments of the

second level manager

Interview

Analysis of the results

Salary reform

Distribution at salary

grades

Development of

employees

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How to manage critical human

resources of the Organization?

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A

• Availability of right resources favorable for the organization at the right time to achieve contemplated goals

B

• Training for future critical positions

• Retention of successful employees

C

• Development substitute resources for the existing critical positions

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Assessment

Annual performance appraisal

Analysis

Gap analysis of the required skills for the positions to be occupied and existing ones

Development

Developing human resources for higher positions

Monitoring

Development of leaders

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Motivation

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“Write analysis and get bonus”

“I do wish to write the analysis”

“Write or else you are fired”

“I do not wish to write the analysis”

Positive

To the goal

Negative

Beyond the goal

Ex

tern

al

Th

ird

pe

rso

n c

om

pe

ls y

ou

to

pe

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rm th

e ta

sk

Inte

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Yo

u w

ish

to p

erfo

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sk

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Preliminary activities

- Survey

- Establishment of the system

Material motivators

- Bonus system

- Salary system

- Valuable gifts

Nonmaterial motivators

- Professional development

- Social packages

- Growth of team cohesion

- Carreer development program

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E-HR

Recruitment/selection methods

Performance appraisal system

Human Capital Management

Motivation

HR SYSTEM ACHIEVING

ORGANIZATIONAL GOALS

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Thank you for your attention!