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Session: 9.3_BELeadership development in the Federal Public
Service Finance How to develop leadership skills and create
employee involvement in organizational change
8th Quality Conference
CONTACT
Kurt Van Raemdonck, Director of the Support Service Personnel & Organisation - Belgian Federal Public Service Finance [email protected]
Annelien Van Bellingen, coordinator for general and leadership training – Academy of the Belgian Federal Public Service [email protected]
CASE DESCRIPTION
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Organization chart
CASE DESCRIPTION
CASE DESCRIPTION
Our ambitions
Citizen- and company-oriented services
More thorough quality control and workload measurements
To be ranked as Belgium’s most attractive (public) employer
To increase employee flexibility, involvement and ownership
Our challenges
Ageing workforce and a massive retirement wave
Centralisation of offices Decreasing number of
employees War for Talent More complex legislation and
regulation Shift towards a target-group
oriented organization
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CASE DESCRIPTION
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Organizational changesPursuing customer-service excellencePursuing higher employee satisfactionExecutive civil servants need more than mere technical skillsNew reference framework for leadership, with three equally important roles.
FinGrow training programme for nearly 1,400 employees in top and middle management
A basic leadership programme for newly recruited team leaders 2-yearly Potential Leaders programme Shorter workshops, roadshows and seminars on topical matters 360-degree feedback Learning network meetings Electronic managers’ toolbox
As from 2015: Internal career coaches for competence coaching and career reorientation New competence workshops developed by a team of internal HR trainers Purchase of a leadership potential assessment tool A digital e-platform on leadership
Major achievements
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FinGrow leadership development program for top and middle management: 1,384 participants – 7,138 course days
Basic leadership program for newly recruited team leaders: 351 participants
Quarterly learning network meetings on leadership challenges: 248 participants
360° feedback: 121 participants
FinGrow closing event: 921 participants
Seminars for top and middle management: on average 325 participants
Quantitative results
CASE DESCRIPTION
2-yearly job satisfaction survey: clear shift in leadership behaviour• More open communication• More feedback• More employee involvement in decision-making and task planning
Executives are more aware of their strengths and weaknesses in leadership
Fewer difficulties in delegating, giving factual feedback and setting individualized goals
Absenteeism rates remaining stable, despite the increasing workload Increasing number of teleworkers In 2014, 98 pct. of our executives held at least 4 job planning and
evaluation interviews with each of their employees.
Qualitative results
CASE DESCRIPTION
IMPACT
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Most innovative features?
Before… … After
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Most innovative features?
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More importance given to new and non-traditional learning methods:
Q&A - Perspectives
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Conclusion: Leadership development must be a continuous process:Investing in the development of people management and motivational skills employees involved in change and innovation processes
Future activities and projects:Developing in-house leadership expertise: internal HR trainers, career coaches, mentorsIntegration into succession planning and talent managementDevelopment of a management career path, which has to be equivalent to our already existing expert career tracks
What is still ahead?
Perspectives
Lessons learnt? Things we did great…
Perspectives
Listen to your stakeholders!
Walk the talk! Anticipate resistance!
Lessons learnt? Pitfalls?
“I like it in theory, but…” Our adapted approach Specific target-group oriented
programmes Blended learning, with larger
focus on the exchange of best practices
A la carte In-house training, coaching
and mentoring
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