Transcript Federal Ministry of the Interior - Division D I 4 – 07.11.2015 - 1 Staff Development and Training for Managers in the German.

Federal Ministry of the Interior - Division D I 4 –
07.11.2015 - 1
Staff Development and Training for
Managers in the German Federal
Administration
A General Review
By Joachim Vollmuth
V 1.0 - 9/29/2003
STAFF DEVELOPMENT AND TRAINING FOR
MANAGERS IN THE GERMAN FEDERAL
ADMINISTRATIONMuster Präsentation
07.11.2015 - 1
Instruments of Staff
Development
 Introduction of New Staff
 Staff development planning
 Personnel Dialogue
 Performance Evaluation
 Transparent Selection of Leaders
 Training Programmes
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Transparent Selection of Leaders

Increased periods to prove leadership capacity in
the Federal Career Regulation
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Advertising posts for promotion
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Assessment procedure for the promotion in higher
career categories; probationary appointment.
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Personnel Dialogue

Diagnosis of the employee’s performance
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Analysis of measures for development and
promotion of the employee
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Agreement on objectives
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Performance Evaluation

Evaluation of past performance
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Evaluation of personnel potential, future
competencies and suitable uses.
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Evaluation criteria for performance
evaluation

Backward performance evaluation:

Work results: quality and usability, quantity of work and meeting
deadlines, ratio of “inputs" with regard to output;
Professional knowledge: up-to-date and soundness;
Working method: initiative, representation of working area,
service-orientation;
Social competence: readiness to accept responsibility, reliability,
behaviour in conflict situations.
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Evaluation of competence and future uses:
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Capability to comprehend and to make sound judgements
Decision-making capability and capability to assert oneself
Conceptual work
Ability to express orally and in writing
Capacity for leadership tasks
Ability to put up with stress
Organisational skills, etc.
STAFF DEVELOPMENT AND TRAINING FOR MANAGERS IN THE GERMAN
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Introduction of New Staff

Sector-specific introduction / Seminars “Tasks and
functioning of federal ministries and agencies”
(Orientation phase).

Training programmes “Framework of administrative
tasks” / “Economics”, “Public law” / “Budget” /
“Management skills” (Interdisciplinary co-operation).

Seminars “Training and team work”, “Leadership
and co-operation” (Promotion of “key
qualifications”).
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Staff development planning

Promote generalists
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Support flexibility

Promote leadership experience
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Training Programmes

Improve the effectiveness of the work
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Qualify for higher posts
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Provide systematic qualification programmes
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Build up on competency frameworks
(“key qualifications”)
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Programme of the Federal Academy
for Public Administration

Leadership training and training of future managers;
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Important cross-cutting functions: personnel,
organisation, budget, IT, reporting;

Law making;
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International activities, foreign languages;
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Competency in European matters.
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Leadership Training at the Federal Level:
Four Phase System
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1. Phase: Competency training for future managers
Seminars in communication (negotiations, rhetoric),
Co-operation, Teamwork
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2. Phase: Qualification for leadership tasks
4-week courses to train future leaders:
Knowledge and capabilities for management / Leadership
drawing on psychology, organisational theory and social sciences
/ Analysis of own work and leadership behaviour / Computer
based simulation of administrative decisions / Follow-up
seminars.
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3. Phase: Development of advanced leadership skills
3-week internship in the private sector / Training to
enhance European competence and international cooperation / Follow-up seminars.
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4. Phase: Special knowledge, exchange of experience
Forums of directors and presidents / Individual coaching
for top and senior positions / Media training
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Leadership Training
by the Leadership Academy BadenWürttemberg
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15 month course for up to ten participants; organisation: 3
months basic course work / 3 months internship in a
private enterprise or in a public agency abroad / 4 month
intensive studies.
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The participants are granted special leave and are
seconded to the Leadership Academy.
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Condition to enter: evaluations above-average, time spent
in public service: 3-5 years on two posts.
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The participants are deemed to be future managers, the
average age being 36 years.
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Selection of participants: Proposals by superiors or
personal application.
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Selection through assessment centres, evaluation by
senior civil servants.
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No legal guarantee for promotion after the leadership
training.
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