In the Czech Republic, public sector work is not viewed very positively. This status is caused not only by the country’s socialist past, but also by the attitudes of current employers who view their staff as a source of production rather than a strategic element. The performance and quality of public administrations are most responsive to the quality of employees. The consequence of this situation is high employee turnover, high personnel costs and dissatisfaction of target groups.
In 2006, a new organisation, the Regional Council of the Moravia Silesia Cohesion Region (hereinafter RC), was established to administer structural funds in the Czech Republic. Before then, regions did not have any major experience with administering EU structural funds. People with some experience in public administration were chosen as managers; nevertheless, the majority of their experience was in the business sector. Since the world of business uses corporate planning as a basic tool for an organisation’s guidance and management, the Regional Council’s team decided to incorporate planning methods from the business sector in their public administration.
The innovative approach incorporating planning is positively manifested in many other areas of the organisation and is evident in a number of new, proprietarily developed tools, new methodical approaches and innovative solutions. The success and efficiency of the RC represents a range of new approaches at all levels of the organisation, from top management and corporate strategy to innovative customised IT tools. The organisation has also adopted a pro-client, customer-oriented approach, which is unique for public administration in the Czech Republic. The RC is the only institution with a marketing department in its organisational structure. This department organises numerous research, questionnaire surveys and opinion polls that provide feedback for the RC on the quality and efficiency of provided services. Hence, the satisfaction of the target groups has been turned into a long-term objective and customer service has been entrusted to a designated department.
The RC’s human resources strategy demonstrates a very modern approach to employees. The cornerstone of this strategy is the endeavour to find a balance between required employee efficiency, employees’ personal development, and the satisfaction resulting from a convenient organisational culture and structure. Employees of the RC are approached individually and each of them has signed a personal development plan, which defines the employee’s work aims and objectives, the areas in which he or she needs to develop and what conditions the employer will provide to that end. The agreement is always made as a win-win situation, taking into consideration the individual skills and needs of each employee.
|Award category:||leadership and change|
|Sector:||Public administration, modernisation, institutional affairs, reform|
|Type of activity:||e-government|
|Keywords:||Strategy, values, performance, team, user-friendly approach, investment in people|
|Short English description:||Since the world of business uses corporate planning as a basic tool for an organisation’s guidance and management, the Regional Council’s team decided to incorporate planning methods from the business sector in their public administration|
|Organisation:||Regional Council of the Moravia Silesia Cohesion Region|
|Level of government:||regional level|
|Size of organisation:||50-100|
|Number of people involved:|
|EU membership:||EU member|