This document discusses the role of senior civil servants in organizational performance and accountability. It argues that senior civil servants are key to performance because they can align organizational goals with employee objectives, control inputs and processes to influence performance, and leverage tacit knowledge. Creating a performance framework with both "hard" drivers like regulations and "soft" drivers like culture is important. Regular, data-informed performance dialogues between senior civil servants and the center of government can ensure accountability and course corrections. Investing in civil service capabilities like leadership, recruitment, and development is also vital for high performance.

1. SENIOR CIVIL SERVANTS,
ACCOUNTABILITY AND
ORGANISATIONAL
PERFORMANCE
Public Administration Reform Challenges in Western Balkan
Countries
3-4 December 2015
OECD Headquarters, Paris

2. Senior Civil Servants (SCS): the key to
Organisational performance
Source: Treasury Board of Canada Secretariat
Canadian performance management calendar
1. The link
between
organisational
goals and
employee
objectives
2. Control over the
mix of inputs,
processes &
outputs that
influence
organisational
performance
3. Tacit knowledge
of motivations,
institutions and
context to drive
alignment and
rapid change.

3. Creating a performance infrastructure for
greater innovation and responsiveness
Performance
System
Regulations
‘Hard’ Drivers
• Public Financial
Management
• Financial Incentives
• Political Accountability
‘Soft’ Drivers
• Culture and values
• Non-financial
Incentives
• Social Accountability
Framework
Conditions:
• Medium-term budget
predictability
• Political direction
• Independent Civil Service
• Outcome orientation
• Prioritisation

4. Performance dialogue between SCS and
Centre of Government (CoG) is a critical
driver for performance
• Objectives need to limited, actionable and informed by
useful and relevant data.
• Regular, data-informed conversations on top priorities
ensures accountability and course adjustment.
• Pay for performance works best for the Senior Civil
Service. At other levels, it rarely adds motivation.
Career opportunities are a stronger motivator.
Targets that are
ambitious, but
realistic and
actionable
Regular
discussions
on progress,
adjustments
needed
Incentives
to improve
Organisational
management &
performance
Source: Demmke, Christoph 2007

5. Building high performing organisations
requires investing in Civil Service Capability
• Leadership
• Recruitment
• Holistic planning (link org capacity
with strategic outcomes)
– Workforce planning
– HR development
– Leadership development
• Compensation
• Work Environment & Conditions
• Performance & Accountability
Regime
• Monitoring & managing employee
engagement
• Training; Learning
• Composition: diversity, gender
experience, education
• Post-public employment
Australian Public Service
Capability Review Framework

6. Managing the capabilities of senior
managers
23
21 20
18
16
Existence of
separate group
of SCS
More emphasis
on the
management of
their
performance
Centrally defined
skills profile for
SCS
Recruited with a
more centralised
process
More emphasis
on avoiding
conflicts of
interest
*Number of OECD countries
Source: OECD Strategic Human Resource Management Survey 2010

7. • Delivering on priorities
• More rapidly responding to changing priorities, context
• Supporting innovation, experimentation and evidence
building
• Achieving more visible accountability
Why invest in Senior civil service
accountability?

8. • Improved alignment of performance management
levers and objectives
• Clear political guidance and prioritisation, informed
by dialogue and evidence
• Independence , and investment in capability and
values
• Regular, structured, data-informed discussions
• Incentives beyond pay such as career development
and transparency
Senior Civil Services are your strategic
partners for performance, but they need…

9. Some OECD resources :
• OECD Observatory of Public Sector
Innovation
• HRM Country Profiles (2010)
• PEM findngs on Public sector
leadership for improved employee
engagement and organisational
success (January 2015)
• PEM findings on Senior Civil
Service Performance,
Accountability and Organisational
Success (November 2015) –
forthcoming
Thank you.