Public Management - Lecture 010

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Department
Management (MGS)
Course
MGSC03H3
Professor
Sandford Borins
Semester
Winter

Description
CAREERS IN THE PUBLIC SERVICE 1 April 2014 Elite Recruitment • Common practice (Imperial China, UK, India, Singapore, Japan, France, SK, ON, CA) • Identification and recruitment • Civil service colleges • Rotation and on-the-job training • Support for advanced university degrees • Fast track to senior positions Competing with the Private Sector • Professions in high demand (IT specialists) • Competitive pay at entry level • Senior public servants paid less than private sector counterparts • Money versus impact on society Managing Diversity • Public sector attempts to be a model employer, helps in recruiting talent • Public sector as representative of a diverse society • Importance of providing service to all • Respecting differences in the work force (holidays, clothing) vs. proposed Quebec Charter of Values restricting public servants from wearing or displaying religious symbols Public Service Employment • Employment prospects for entry-level positions o Negative factors:  Attrition: positions not being filled due to budget cuts to eliminate deficit  Limits on pay  Possible reduction in pension or other benefits o Positive factors:  Ultimately, government must replace retiring boomers  Recent graduates have better IT skills: use of social media, technical skills including web design  Entry level salaries < salaries of retirees Political Management in Canada (p. 146 – 158) How Saskatchewan developed a high quality (creative and efficient) public service in a small province. The Douglas Lloyd era (1944-1964) developed an active system for recruiting people from outside the province, people came from Canada and USA to experiment North America’s first social democratic system. This ferment attracted senior people far and wide. Senior public servants tended to move together, socially, and in company with ministers, resulting in a cross- fertilization of ideas, arguments, and criticisms that knew no limit. Career assignment and management education policies that supported public service and compare with the practices of several other public services and major corporations. Two innovations that set up merit-based public service and introduction of new management techniques: Douglass government attached great importance to recruiting a corps of young, able public servants (combed Canada’s universities to find people interested in designing and administrating new government programs). Budget Bureau is first assignment that is a program for budgeting purposes and studies administrative methods, new employees added to bureau survey team, how they were identified and dealt with, served on team doing program analysis and attended formal lectures on how central agencies fitted in with government structures. Students would decide if they liked what they saw or pursue other opportunities. Then trained in program department in positions (IE: administrative officer) which immerses them in management problems, in departmental perspectives. Trainee then moves to management of some branch of service department with extensive dealings with public. After career circuit completed, can compete for a range of positions available. Some other less formal procedures were recruited from universities the same way but with masters or doctoral degrees. Trainees learned not only principles of government but sense of province and its people (read books). Problem of keeping people in Regina as their careers advanced and desire to go to Ottawa or Toronto to play on a larger stage. Paradox that Regina more likely to keep people in Saskatchewan the easier they made it for them to leave. Made it easy for them to leave by providing lots of contact with public servants elsewhere. Gave public servants educational leave and underwrote cost of obtaining advanced degrees, meant people could feel they were neither isolated from public service mainstream in Canada nor destined to spend entire careers in small province. Good experience, academic credentials, and knowledge of senior public service network across Canada gave them readily marketable skills – could stay in Regina while challenge was interesting without feeling to avoid being “trapped.” Prepared for attrition, hired more potential high-fliers than needed. Employment equity of Blakeney government, number of programs. First dealt with women in particular, bright women who has been dead ended in stenographic and clerical jobs in public service (Administrative Development Diploma program). People who worked in minimum of 3 years in public service and who were in higher clerk and stenographic grades could take 2 afternoons a week from work to take designated courses at University. Time off was with pay, and government paid for books and supplied. ADD candidates did better in getting promotions than compared to those who had not taken courses. No formal program to increase number of women in senior management positions, there was modest progress (one year 0, 10 years later 4). Different problem was with the small number of people of aboriginal origin in public service. Program was to get qualified teachers of aboriginal origin. The Northern Teachers Education Program (NORTEP) and the Southern Urban teachers Education Program (SUNTEP) provided innovative ways to get people of aboriginal origin trained and employed as teachers in schools in northern and southern Saskatchewan. We were also able to increase th
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