From competences to awareness: approaches and activities to
support management development in
Istat
CES Forum on Human Resources Management and Training
Budapest, 5 September 2012 Cecilia Colasanti, Antonio Ottaiano, Fabrizio Rotundi
The general context
Competences, training and development programme
Risk management for a better NSI organizational culture
Case study: survey on risk perception in Istat
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Agenda
From competences to awareness: approaches and activities to support management development in Istat
The general context
Public Administration Reform in Italy
Productivity growth
Quality development
vs
Financial cuts
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From competences to awareness: approaches and activities to support management development in Istat
The general context
The role of the management
to be leader
to drive the change
to increase production
to save more money
to anticipate critical issues
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From competences to awareness: approaches and activities to support management development in Istat
The general context
How the organization can support managementdevelopment?
how to add values to competences?
how to raise awareness of the role?
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From competences to awareness: approaches and activities to support management development in Istat
Approaches and activities to support management development at Istat
training & self-
assessment
risk management system
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From competences to awareness: approaches and activities to support management development in Istat
Competence development programmes
Competences, training and development programme
Which training for managers
integration of professional know how and managerial competences
work centered learning set
continuity
modularity
involvement of managers in co-design and lectures
top management commitment
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From competences to awareness: approaches and activities to support management development in Istat
Training activities for Istat’s management
A long-term perspective training path (2010- 2011) aiming at:
supporting management in connecting Istat’s strategic objectives with their own operational objectives
providing management with tools in order to effectively share with their employees objectives, values, commitment
raising a higher awareness on the organizational wellness issues, in order to improve the working atmosphere within units
increasing attention towards safety-at-work issues and management’s duties in taking care of their employees’ health
strengthening management’s competences in planning and programming their activities
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From competences to awareness: approaches and activities to support management development in Istat
Competences, training and development programme
Training activities for Istat’s management
Training methods oriented to continuity, modularity, involvement of participants:
step-by-step increasing methodology
project work activities
support at a distance
blog
2012-2013: brief seminars(3 hours), base and advanced courses (10-20
hours), on the job training (20 hours)
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From competences to awareness: approaches and activities to support management development in Istat
Competences, training and development programme
Competences development programme – Self-assessment
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From competences to awareness: approaches and activities to support management development in Istat
Peers Peers
Employees
Chief
Manager
valutato
360°
Strategic objective of the Institute:
support managers in reflecting about their own individual effectiveness, through the analysis of the organizational behaviors in their management activities
The 360° feedback analysis
Competences development programme - Self-assessment
The 360° feedback analysis – the process
the application phase
the preparation of the questionnaire
the choice of the ‘feedback providers’
the communication phase
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From competences to awareness: approaches and activities to support management development in Istat
Competence development programmes- Self-assessment
The 360° feedback analysis – the results
64 managers involved an individual gap analysis report given to each of them an individual meeting with an external consultant a global report for the organization, with a map of
areas of improvement and training needs of its management
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From competences to awareness: approaches and activities to support management development in Istat
From problem solving to risk management
Problem solving is “the ability to decide what action to take
to achieve a desired state or a given objective, from a given
condition and the resources at its disposal”, i.e. “the set of
processes for analyzing, addressing and resolving positively
situations that could become risky (for their effects)”
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From competences to awareness: approaches and activities to support management development in Istat
static context managers use problem solving techniques to analyze empirical data, research
reproducibility of events and catalogue them
dynamic context managers search effective solutions for critical events using standardized
problem solving techniques and sharing results
Case study: survey on risk perception in Istat
Risk management is “the ability to turn risks in opportunities and is influenced by the history, culture, ethical values, expertise, professional skills and organizational philosophy”
Why risk management is a good case study within organizational culture development?
Everyone is involved
Top management learn to be aware of the impact of dangerous
events on the statistical production and administrative processes
Transparency is encouraged, with respect to the most significant
business risks, and to the attribution of responsibility
It requires different learning methods:
♪ Traditional, for the theory
♪ Informal, because is spread overall the organization
♪ Learning by doing, for its application
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From competences to awareness: approaches and activities to support management development in Istat
The scenarios As is
PA work in a general climate of political uncertainty
PA suffer of pressing constraints imposed by EU fiscal consolidation policies
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From competences to awareness: approaches and activities to support management development in Istat
To be
Maintaining a dynamic organization, high productivity, high
level of service quality under scarcity of resources
Enhancing and protecting tangible and intangible assets
exposed to the turmoil of events
Risk management framework: why and how
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From competences to awareness: approaches and activities to support management development in Istat
The cross-cutting risks are becoming more and more difficult
to be managed
Exponential growth of regulatory makes the compliance with
laws a talked-about subject
The increasing globalization implies to manage risks beyond
the boundaries of the state of origin
The increased visibility to citizens and communities exposes
PA to possible reputational damage
Risk management framework: why and how
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From competences to awareness: approaches and activities to support management development in Istat
ERM is “… a process put in place … by management … used … to identify potential events that may affect the company, to manage the risk … and to provide reasonable assurance regarding the achievement of corporate objectives”
The framework takes into consideration the 3 dimensions of a cube:
1. the interactions among the strategic, operational, reporting and compliance objectives;
2. the 8 system components:
i. the internal environment;ii. the objective setting;iii. the critical event identification;iv. the risk assessment, according with probability and impact;v. the risk treatment (avoiding, accepting, reducing, transferring);vi. the procedures to verify the risk response taken;vii. the dissemination and communication;viii. monitoring of changes implementation;
3. the organization levels
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From competences to awareness: approaches and activities to support management development in Istat
Thinking about risk perception
The risk tolerance is the maximum level of risk acceptance
The risk tolerance magnitude depends on:
the ability of top managers to face and take risks and, at the
same time, to safeguard strategic objectives and monitor the
level of risk exposure
the external (stakeholders involved, type of business,
competitive landscape, etc.) and internal (company policies,
specific risks, etc.) risk factors
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From competences to awareness: approaches and activities to support management development in Istat
1. the level of attention given to risk management in planning and
monitoring the main activities of the NSI;
2. the coherence between the planning and control system and the
risk management framework;
3. the factors that may represent dangers for the organizations (risk
factors).
The Istat Risk Committee launched an on line survey about the top manager’s risk perception inquiring on:
The survey on risk perception in Istat
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From competences to awareness: approaches and activities to support management development in Istat
1. analysis of internal control environment and organizational
culture;
2. definition of objectives and risk management;
3. identification and classification of risk factors affecting the
strategies development;
4. evaluation of critical events in terms of severity and
probability, according with the Control & Risk Self
Assessment (C&RSA), and production of risks catalogue.
The questionnaire for the survey comes from the international standard (ISO 31000:2009,
AS/NZS 4360:1999; A&O; PD ISO/IEC Guide 73:2002; F.E.R.M.A.) and is divided into 4
sections:
The survey on risk perception in Istat
Four dimensions to considerate the incidence of risk factors:
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From competences to awareness: approaches and activities to support management development in Istat
Assessment of the risk perception
1. the perception of risk as critical success factor to achieve each
manager’s objective (Size A);
2. the perception of risk as critical success factor to achieve the
Institute’s strategic objectives (Size B);
3. the maturity of the control environment within each Directorate
(Size C);
4. the maturity of the control environment within the Institute to
support the risk management system (Size D)
The radar shows that:
the risk is considered an important component for activities planning within each Directorate (Size A)
looking at the other structures, the Directors don’t believe in the same sensibility of their colleagues, referring to risk factors (Size B);
all the managers show a positive evaluation about the maturity level of the control environment within their own structure and within the Institute (Sizes C and D).
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From competences to awareness: approaches and activities to support management development in Istat
The average of management profile
The survey’s results
The risk factors
Risk factors are voluntary or involuntary events, caused by internal or external sources,
affecting positively or negatively the strategies development or the achievement of objectives
In the questionnaire, the identified risk factors, are divided in 3 groups:
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From competences to awareness: approaches and activities to support management development in Istat
a. external to the operational processes
b. internal to the operational processes
i. regulatory compliance
ii. organizational factors
iii. technology and ICT management
iv. integrity and ethical behavior
c. cross-cutting (for decision-making processes).
External:
formal and informal relationship/agreements with other institutions/organizations;
technological innovations that improve quality services and efficiency, but also that
represent a cost.
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From competences to awareness: approaches and activities to support management development in Istat
The risk factorsManagers focused their attention on the following risk factors:
Internal - compliance:
quality of supplied services;
compliance with laws, regulations, procedures, statistical processes.
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From competences to awareness: approaches and activities to support management development in Istat
The risk factors
Internal - technology: availability of ICT resources to support the official statistical production; possible ICT crash, due to server obsolescence or unpredictable events; accessibility of information/databases according with separation of duty and need to know
principles.
Prio
rity
perc
eive
d ris
k
Number of occurrences
Internal risk factors - OrganizationHuman resources skills
Sizing organizational
Sizing production
Internal Communication
Change in production processes
Innovative ways of working
Efficiency of production processes
Incentive systems staff
Training and professional development
Responsiveness to changes
External Communication
Perceived risk seriousness
HIGH
HIGH
LOW
LOW
Internal - organization:
inadequate skills;
unfulfilling development policies,
according to manager’s needs;
innovation of procedures and
strong requirement of efficiency in
the production processes.
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From competences to awareness: approaches and activities to support management development in Istat
The risk factors
Internal - integrity & ethical values:
sense of belonging;
sharing corporate values.
Cross-cutting:
leadership and coordination between the cross-cutting processes;
contractual constraints for recruitment process;
contractual constraints with suppliers.
New organizational culture in a NSI
From traditional learning to learning by mistakes to better protect
Tangible and intangible assets
First outcome in Istat
Growth of organizational culture, also through seminars, training courses, and the web site https://risk.istat.it
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From competences to awareness: approaches and activities to support management development in Istat
Next step (to be scenario)
Standing the risk management approach on its head, turning the active players position with the passive players (colleagues of internal structures that are required to use the system)
How to do it?by considering an uncertain event not necessarily as a threat, but as a possible opportunity;
by strengthening the ability to face critical situations
sliding into the back the predictive ambition based on the historicity of the events and past experiences
Risk Management in perspect
Questions? Comments!Thanks for your attention!
Risk Committee: mailto: [email protected]
Cecilia Colasanti mailto: [email protected]
Antonio Ottaiano mailto: [email protected]
Fabrizio Rotundi mailto: [email protected]
Federica Navarra mailto: [email protected]
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From competences to awareness: approaches and activities to support management development in Istat
Credits
risk.istat.it
