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2. How to unlock human potential and get the best from civil service through capacity development and appropriate use of human resources?
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Seven tools have found more inspiring when answering the question above.
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 HR Performance – ‘ASK M(e)’The four attributes of Human Resource performance "ASK M(e)" standing for (A) Attitude, (S) Skills, (K) Knowledge, (M) Motivation and (e) Ethics, outline the dynamic determinants that serve as catalyst for each human resource to perform at his/her best within a public sector institution . Civil servants should therefore be managed through a sound alignment of these four basic constituents against all existing job positions for public service delivery. |  Civil Service’s EngagementTool 4.2.2 is a perspective diagram which shows how to engage civil service towards the vision and ultimate goal of public administration. The diagram highlights the importance of knowing ‘where to go’ and ‘how to get there’. Leaders should know how to mobilize civil servants to be aware of public sector institutions’ goals and make them fully engaged into the right strategy and related actions towards these goals. Four strategic directions are displayed here to guide public sector leaders. |
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 Unique Platform & the 4 Ps of HRMTool 4.2.3 is a platform showing the vitality of civil service in terms of human resources management (HRM) in a more coherent manner. Any civil service is managed based on the 4 P’s: P(1)=Person as individual employee’, P(2)=Profile relating to qualifications of persons & to job description, ‘P(3)= Job position and its working environment’, and ‘P(4)= Pay, benefits, salary or wages to civil servants.These four ‘P’ need to be properly aligned and managed along with appropriate records (R). |  P.S Employment Management FrameworkTool 4.2.4.a is a template for public service employment management, recognizing (i) the nature of a job e.g. a nurse or a teacher, (ii) Job profiles stressing on requirements & expectations, (iii) Job positions referring to number, location areas & fields where the nurse or the teachers are employed, (iv) the staff profile relating to staff requirements, (v) the capacity of existing staff , and (vi) the remark on the current performance at work including decisions to make. |
 EMF per Public Sector InstitutionTool 4.2.4.b brings the employment management framework (EMF) to the level of each institution, recognizing the needs & expectations in terms of employment as expressed by the number of identified and approved job positions, allocated budgets, current fulfilled positions, as well as positions to be released though retirement process, and training to be provided to fill capacity gaps. |  Civil Service E.M.F & WorkforceTool 4.2.4.c shows the employment management framework for the entire civil service, considered as the public sector workforce. As a template it should be filled up from individual institutions’ EMFs. This tool is used for a strategic staffing management approach across public sector professions & fields to better streamline HR management issues & challenges regarding gender, persons with disabilities, morbidity, inclusiveness, mobility, retirement, appointments, and recruitment. |
 Capacity Develpment Needs AssessmentTool 4.2.5 illustrates the importance of underscoring staff capabilities for a given job against with his/her potential gaps as compared to job requirements. It encompasses the capacity of the person at work as ground capabilities (green colour) and the gap that needs to be filled through training efforts. This tool recognizes, by the same token, the importance of performance evaluation along with training needs assessment. |
YOU ARE HERE: PLANE 4: IMPLEMENTING AND EVALUATING THE "ROAD MAP"
Toolset of Question 2
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