Diapositiva 1

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CES Forum on Human Resources Management and
Training
From competences to awareness approaches and
activities to support management development in
Istat
Budapest, 5 September 2012
Cecilia Colasanti, Antonio Ottaiano, Fabrizio
Rotundi
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Agenda

• The general context
• Competences, training and development programme
• Risk management for a better NSI organizational
  culture
• Case study survey on risk perception in Istat

From competences to awareness approaches and
activities to support management development in
Istat
3
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
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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
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The general context

• How the organization can support management
• development?
• 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
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Approaches and activities to support management
development at Istat
Competence development programmes

• training self-assessment
• risk management system

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From competences to awareness approaches and
activities to support management development in
Istat
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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
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Competences, training and development programme

• Training activities for Istats management
• A long-term perspective training path (2010-
  2011) aiming at
• supporting management in connecting Istats
  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 managements duties in taking care of
  their employees health
• strengthening managements competences in
  planning and programming their activities

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From competences to awareness approaches and
activities to support management development in
Istat
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Competences, training and development programme

• Training activities for Istats 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
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Competences development programme
Self-assessment
The 360 feedback analysis
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
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From competences to awareness approaches and
activities to support management development in
Istat
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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
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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
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Case study survey on risk perception 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)

• 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

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
From competences to awareness approaches and
activities to support management development in
Istat
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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

From competences to awareness approaches and
activities to support management development in
Istat
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The scenarios

• As is
• PA work in a general climate of political
  uncertainty
• PA suffer of pressing constraints imposed by EU
  fiscal consolidation policies

• 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

From competences to awareness approaches and
activities to support management development in
Istat
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Risk management framework why and how

• 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

From competences to awareness approaches and
activities to support management development in
Istat
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Risk management framework why and how
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

1. the internal environment
2. the objective setting
3. the critical event identification
4. the risk assessment, according with probability
   and impact
5. the risk treatment (avoiding, accepting,
   reducing, transferring)
6. the procedures to verify the risk response taken
7. the dissemination and communication
8. monitoring of changes implementation

3. the organization levels
From competences to awareness approaches and
activities to support management development in
Istat
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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

From competences to awareness approaches and
activities to support management development in
Istat
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The survey on risk perception in Istat
The Istat Risk Committee launched an on line
survey about the top managers risk perception
inquiring on

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).

From competences to awareness approaches and
activities to support management development in
Istat
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The survey on risk perception in Istat
The questionnaire for the survey comes from the
international standard (ISO 310002009, AS/NZS
43601999 AO PD ISO/IEC Guide 732002
F.E.R.M.A.) and is divided into 4 sections

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 (CRSA), and
   production of risks catalogue.

From competences to awareness approaches and
activities to support management development in
Istat
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Assessment of the risk perception
Four dimensions to considerate the incidence of
risk factors

1. the perception of risk as critical success factor
   to achieve each managers objective (Size A)
2. the perception of risk as critical success factor
   to achieve the Institutes 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)

From competences to awareness approaches and
activities to support management development in
Istat
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The surveys results

• 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
  dont 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).

The average of management profile
From competences to awareness approaches and
activities to support management development in
Istat
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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

• external to the operational processes
• internal to the operational processes
• regulatory compliance
• organizational factors
• technology and ICT management
• integrity and ethical behavior
• cross-cutting (for decision-making processes).

From competences to awareness approaches and
activities to support management development in
Istat
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The risk factors
Managers focused their attention on the following
risk factors

• External
• formal and informal relationship/agreements with
  other institutions/organizations
• technological innovations that improve quality
  services and efficiency, but also that represent
  a cost.

• Internal - compliance
• quality of supplied services
• compliance with laws, regulations, procedures,
  statistical processes.

From competences to awareness approaches and
activities to support management development in
Istat
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The risk factors

• Internal - organization
• inadequate skills
• unfulfilling development policies, according to
  managers needs
• innovation of procedures and strong requirement
  of efficiency in the production processes.

• 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.

From competences to awareness approaches and
activities to support management development in
Istat
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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.

From competences to awareness approaches and
activities to support management development in
Istat
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Risk Management in perspect
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

• 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

From competences to awareness approaches and
activities to support management development in
Istat
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Credits
Questions? Comments! Thanks for your
attention! Risk Committee mailto
risk_at_istat.it Cecilia Colasanti mailto
cecolasa_at_istat.it Antonio Ottaiano mailto
ottaiano_at_istat.it Fabrizio Rotundi mailto
rotundi_at_istat.it Federica Navarra mailto
navarra_at_istat.it
risk.istat.it
From competences to awareness approaches and
activities to support management development in
Istat