Monday, October 20, 2008

Round-Up October 20


  1. BC Public Service ranks in the Top 50 employeers in BC (ranked # 4)
  2. Here are the top 100 rankings nationally, all we are saying is have a look.
  3. Hard financial times could mean a freeze on public service hiring.

Other Publications

I came across this interesting read from the OECD: Cultural Change in Government: Promoting a High-Performance Culture.

Here is are a couple of excerpts worth sharing:

(Intro): No organization can remain the same without loosing relevancy in a changing society. Governments are now part of a global movement that has been described by many (Barzelay, 2001; Hood, 2000; Kim and Moon, 2002) as an era of new public management (NPM). Public cynicism and frustration with government have led to many policy developments to provide catalysts for high performance organizations. The current challenge is not to determine whether to change but how to change to increase organizational effectiveness and global competitiveness. In order to respond to such challenges, many organizations attempt to carry out various organizational initiatives. Without an alteration of the fundamental values and expectations of organizations of individuals change remains superficial and short-term in duration. Failed attempts to change often produce cynicism, frustration, loss of trust, and deterioration of morale amongst organization members.

(Culture Change): Human organizations build up tremendous inertia over time, and it takes tremendous initiative and determination to budge them. It takes large amounts of energy for people to shift beliefs, habits, thinking, and rationale away from how things have always been done. Such changes require a long-term commitment and sustained application of time and energy from leadership and the organization (Fitzgerald, 1988). It is also critical that the cultural-change processes are viewed as ongoing, not as a project with an end. Senior leaders should be directly supported by a personal executive coach for at least the first few years of the change process so that they can sustain the commitment and effectiveness in role modelling the new cultural behaviors. It is important to point out that if the leaders do not change, culture will not change (Crane, 2002: 205).

(Creating a High Performance Culture): High-performance organizations also recognize that all employees-both those involved directly in the mission and mission support help create organizational value and that job processes, tools, and mission support arrangements must be tailored to support mission accomplishment. A dedication to continuous learning and improvement can not only help an agency respond to change but also to anticipate change, create new opportunities and pursue a shared vision that is ambitious. Incentives that are result-oriented, citizen-based and realistic are particularly important in steering the workforce and subject to balanced measures that reveal the multiple dimensions of performance. Incentives should be part of a performance management system under which employee performance expectations are aligned with the agency missionstatement, and in which personal accountability for performance is reinforced by both rewards and consequences.

(Practical Application): ... those who lead government reform should persuade and/or communicate with ordinary government employees for better understanding and broader participation. Without such efforts, the simple delivery of reform measures from the top would be too naïve to succeed. [Enter our Blog]

(Conclusion): Cultural change could happen at different levels ranging from visible to invisible levels. A change in process or policy does not necessarily lead to cultural change. Therefore, it is fair to say that real cultural change requires that the organization's members accept the changed behaviors, beliefs, or assumptions and that the change is sustained over a relatively long period of time.

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