Recruiting Future Public Sector Leaders Mercuri
Description: Recruiting Future Public Sector Leaders Mercuri Urval: Expertise, Experience and Challenges Its all about people! Why Is Public Sector Sexy for your Future Managers The Key Issue: Because Public Sector is about all of us me and you
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slide1. Recruiting Future Public Sector Leaders Mercuri Urval: Expertise, Experience and Challenges It’s all about people!<br>
slide2. Why
Is Public Sector Sexy
for your Future Managers The Key Issue: Because Public Sector is about all of us – me and you – around the globe<br>
slide3. Founded in Sweden in 1967 we are pioneers in understanding the relationship between people and organisational success
Independent. Organically-grown. More than 700 consultants worldwide, across 75 offices in 21 countries on 4 continents
Our people are organisational orientated, hands-on, focused and backed up by best-in-class intellectual property
Each year, we improve the performance of over 3,000 clients through improving the capability of their people
We have a consistent global approach.
We believe
We can improve your results by focusing on your business needs and people capability
The right people make great things happen. Christian Kofoed-Enevoldsen, Sebastian Volkers, Susanne Bentkjaer Who we are<br>
slide4. Mercuri Urval’s Global Reach<br>
slide5. Major International Clients<br>
slide6. We are pioneers in predicting the impact people will have on results “ Our Management Model The individual profile – Knowledge, skills, experience and attributes (personality, motivation and skills) - has a decisive influence on the level and direction of the actual behaviour
A employee’s development in behavioural terms is directly related to the development of insight in his/her individual profile
Employees develop their real impact faster by insight than by “trial and error”.<br>
slide7. Executive Recruitment and Search
Management Assessment (as an input to selection)
Management Development Planning
Management Coaching
Management Team Coaching
Talent Coaching
Management Appraisal/360 Feedback
Team Management
Strategic HR (result based)
Management Audit (Stakeholder or Capability Analysis) Our Services to our Public Sector Clients<br>
slide8. Geographical Level
National government (ministries)
National agencies (highly specialised professional bodies)
Regional government and agencies
Local municipalities and institutions
International organisations
NGO´s
Professional Areas
Infrastructure/Transport
Finance/Tax
Education & Research
Healthcare
Social Affairs and Housing
Security (defence, police)
Culture Public Sector Areas<br>
slide9. Mercuri Urval Your Recruiment Challenges<br>
slide10. Not for profit organisations (expenditure goals)
Political governance structure
Management as a key challenge
Rules and regulations (transparency)
Professional ”no mistakes allowed” culture (accountability)
Stakeholder complexity
Organisational stability
Organisational change (New Public Management+)
Detailed, regulated HR processes
Complex (and slow) decision making processes
Regulation (tender procedures, non-discrimination)
National particularities, traditions and administrative cultures Public Sector Characteristics<br>
slide11. An efficient Public Sector is a vital part of the development of modern, well functioning societies.
Managers in public sector organisations – whether working on a local, national or international level - often deal with highly sophisticated or specialised tasks with great substantial influence on us all. This requires a delicate combination of excellent cognitive skills coupled with good personal empathy and integrity.
The Public Sector is challenged by the rapid changes that sweep modern society, demanding a clear and engaging personal leadership style in order to make staff follow.
Public Sector managers must be accountable to a large and diverse group of stakeholders and therefore must be able to focus their management efforts on effectiveness (quality of output, efficiency and productivity) in delivering results within their organisations’ core area of public service. We Understand That:<br>
slide12. The Public Sector needs clever heads to manage and navigate up against the politically defined values and goals.
You need to acknowledge and understand the special organisational framework that public management is developed within and how the decision making processes on capability building and staff management take place.
The Public Sector key resource is its people and their ability to interact with each other and the public.
You should make use of consultancy services that are build on genuine, technical expertise in understanding people and management and we have strong analytical capability, insight and public sector knowledge that enables us to tailor-make our service to the specific needs and challenges of Public Sector Institutions. We Believe That:<br>
slide13. Talents looks for personal benefits
Talents is loyal towards own goals
Talents thrives for having influence and impact
Talents wants to have a broad outreach
Talents wants to have personal feedback
And Public Sector is slow moving business Public Sector Talent Challenges What’s in it for me<br>
slide14. Send out focussed, individualised messages to attract talents
Create and nursure talent pipelines
Define a clear and transparent carreer pipeline
Develop attractive management understanding
Develop dynamic, organisational teamfocus
Invest in people deployment
Open up and seek advice Public Sector Opportunities Having a unique position needs to be told and understood<br>
slide15. Ministries of State, Finance, Justice, Tax, Transport, Environment, Agriculture, Foreign Affairs etc. in the Nordic countries – Executive Search and Selection
Cities of Copenhagen, Stockholm, Oslo etc. – Search, Recruitment and Selection
Regions of Sweden, Denmark etc. – Stakeholder Analyses and Recruitment
National Police Force – Management Audit
European Commission – Senior Management Assessment
European Central Bank – Management Feedback
European Agencies for Space, Energy, Patents, Environment, Chemistry – Assessment Centres
UNICEF – Talent Coaching
WHO – Management Assessment, Management Coaching, Executive Search Selected Public Sector References Within the Last 5 Years<br>
slide2. Why
Is Public Sector Sexy
for your Future Managers The Key Issue: Because Public Sector is about all of us – me and you – around the globe<br>
slide3. Founded in Sweden in 1967 we are pioneers in understanding the relationship between people and organisational success
Independent. Organically-grown. More than 700 consultants worldwide, across 75 offices in 21 countries on 4 continents
Our people are organisational orientated, hands-on, focused and backed up by best-in-class intellectual property
Each year, we improve the performance of over 3,000 clients through improving the capability of their people
We have a consistent global approach.
We believe
We can improve your results by focusing on your business needs and people capability
The right people make great things happen. Christian Kofoed-Enevoldsen, Sebastian Volkers, Susanne Bentkjaer Who we are<br>
slide4. Mercuri Urval’s Global Reach<br>
slide5. Major International Clients<br>
slide6. We are pioneers in predicting the impact people will have on results “ Our Management Model The individual profile – Knowledge, skills, experience and attributes (personality, motivation and skills) - has a decisive influence on the level and direction of the actual behaviour
A employee’s development in behavioural terms is directly related to the development of insight in his/her individual profile
Employees develop their real impact faster by insight than by “trial and error”.<br>
slide7. Executive Recruitment and Search
Management Assessment (as an input to selection)
Management Development Planning
Management Coaching
Management Team Coaching
Talent Coaching
Management Appraisal/360 Feedback
Team Management
Strategic HR (result based)
Management Audit (Stakeholder or Capability Analysis) Our Services to our Public Sector Clients<br>
slide8. Geographical Level
National government (ministries)
National agencies (highly specialised professional bodies)
Regional government and agencies
Local municipalities and institutions
International organisations
NGO´s
Professional Areas
Infrastructure/Transport
Finance/Tax
Education & Research
Healthcare
Social Affairs and Housing
Security (defence, police)
Culture Public Sector Areas<br>
slide9. Mercuri Urval Your Recruiment Challenges<br>
slide10. Not for profit organisations (expenditure goals)
Political governance structure
Management as a key challenge
Rules and regulations (transparency)
Professional ”no mistakes allowed” culture (accountability)
Stakeholder complexity
Organisational stability
Organisational change (New Public Management+)
Detailed, regulated HR processes
Complex (and slow) decision making processes
Regulation (tender procedures, non-discrimination)
National particularities, traditions and administrative cultures Public Sector Characteristics<br>
slide11. An efficient Public Sector is a vital part of the development of modern, well functioning societies.
Managers in public sector organisations – whether working on a local, national or international level - often deal with highly sophisticated or specialised tasks with great substantial influence on us all. This requires a delicate combination of excellent cognitive skills coupled with good personal empathy and integrity.
The Public Sector is challenged by the rapid changes that sweep modern society, demanding a clear and engaging personal leadership style in order to make staff follow.
Public Sector managers must be accountable to a large and diverse group of stakeholders and therefore must be able to focus their management efforts on effectiveness (quality of output, efficiency and productivity) in delivering results within their organisations’ core area of public service. We Understand That:<br>
slide12. The Public Sector needs clever heads to manage and navigate up against the politically defined values and goals.
You need to acknowledge and understand the special organisational framework that public management is developed within and how the decision making processes on capability building and staff management take place.
The Public Sector key resource is its people and their ability to interact with each other and the public.
You should make use of consultancy services that are build on genuine, technical expertise in understanding people and management and we have strong analytical capability, insight and public sector knowledge that enables us to tailor-make our service to the specific needs and challenges of Public Sector Institutions. We Believe That:<br>
slide13. Talents looks for personal benefits
Talents is loyal towards own goals
Talents thrives for having influence and impact
Talents wants to have a broad outreach
Talents wants to have personal feedback
And Public Sector is slow moving business Public Sector Talent Challenges What’s in it for me<br>
slide14. Send out focussed, individualised messages to attract talents
Create and nursure talent pipelines
Define a clear and transparent carreer pipeline
Develop attractive management understanding
Develop dynamic, organisational teamfocus
Invest in people deployment
Open up and seek advice Public Sector Opportunities Having a unique position needs to be told and understood<br>
slide15. Ministries of State, Finance, Justice, Tax, Transport, Environment, Agriculture, Foreign Affairs etc. in the Nordic countries – Executive Search and Selection
Cities of Copenhagen, Stockholm, Oslo etc. – Search, Recruitment and Selection
Regions of Sweden, Denmark etc. – Stakeholder Analyses and Recruitment
National Police Force – Management Audit
European Commission – Senior Management Assessment
European Central Bank – Management Feedback
European Agencies for Space, Energy, Patents, Environment, Chemistry – Assessment Centres
UNICEF – Talent Coaching
WHO – Management Assessment, Management Coaching, Executive Search Selected Public Sector References Within the Last 5 Years<br>