PSC uses informal processes to monitor the readiness of ministries to meet their future leadership needs.
PSC’s senior staff were directly involved in staffing all senior leader positions within ministries. This involvement gave PSC information about the ability of ministries to attract candidates with the desired
competencies for leadership positions.
PSC listed the number of senior leaders and other ministry managers by position type. It monitored employee retention on an overall basis, but not for management positions. Also, it did not collect sufficient information about, or monitor the state of, potential leaders’ development overall or by individual. For example, PSC did not track the participation of potential leaders in key leadership training events. Also, PSC is aware that eight ministries identified about 100 potential leaders, but PSC did not track their progress and readiness to assume a senior leadership position.
PSC used a management information system (called MIDAS) to collect and report human resource information. MIDAS is capable of providing information to contribute to an analysis of leadership capacity needs. PSC indicated that it intends to explore how it might use this system to produce reports about leader capacity and staff development.
PSC monitored changes in leadership needs by asking its staff to be aware of trends in required leadership competencies. It also relied on informal comments from deputy ministers to identify changing leadership expectations.
In its annual environmental scan, PSC reported some significant changes in management practices, but it did not deal with leadership
competencies explicitly. PSC reviewed human resource literature and trends in general without a specific focus on leadership approaches (e.g., managing at a distance, collaboration with multiple partners, integrated
service delivery, innovative uses of technology for leadership) or on specific trends relevant to leadership in the public sector (e.g., community engagement, public reporting and disclosure, transparency).
PSC periodically evaluated and adjusted its learning and development strategies. For example, it evaluated its leadership development initiatives for 2007-08 and identified several ways to improve leadership training.
In addition, PSC routinely requested feedback about its services. For example, each participant at training events completed an evaluation. It also surveyed ministries regarding the effectiveness of processes such as the Planning for Success performance management system. PSC used this feedback to adjust individual strategies or services.
In its 2007-08 annual report, PSC discussed leadership risks in the public service in the context of projected retirements. It recognized that it has a role in ensuring ministries have a sufficient supply of potential leaders.
It is important for PSC and ministries to know whether ministries have developed managers who:
are prepared and have the necessary skills to be effective at the next level
can hold themselves and people who report to them accountable for achieving the right results in the right way.
As noted earlier, PSC did not collect sufficient information or monitor the progress made by potential leaders to prepare for senior management positions. PSC needs additional information and analysis to determine if it is meeting the learning and development needs of potential leaders. PSC also needs this information to report on ministries’ readiness to fill future vacancies in their senior management positions.
3. We recommend the Public Service Commission monitor and report regularly to deputy ministers on the readiness of government ministries to meet their future leadership needs.
Chapter 9 – Public Service Commission
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