Municipality – Directorate of Public Service & Culture.
Context of project
The directorate had developed a new staff policy four years prior to this project, but were facing difficulties with the ongoing practice of the policy leading to dissatisfaction amongst staff and managers, and the organization was furthermore going through change in which roles of staff and management needed to be revised.
So in short the directorate needed to renew its staff policy with specific focus on new staff and management roles aligned with their core business and their future strategy.
Purpose of project
To revise the former staff policy and surface ideas and internal projects of practice of the the staff policy.
To explore renewed roles of staff and management.
To align staff policy and new roles with core business and future strategy.
Activities in project
The process included broad engagement of all management and representatives of all staff in the organization. The were organized in representative groups of both staff and managers throughout the project.
In the first “Dialogue Day I” the staff policy and new roles were explored and outlined for the representing groups to integrate into their work before “Dialogue Day II”
All representative groups were working on the new staff policy and new roles revising the final result for a shared staff policy and clarity of roles.
In the second “Dialogue Day II” staff policy and roles were agreed upon, and further practices and steps were planned ready for implementation from march 2016.
Outcome of project
The directorate now have a staff policy including definition of new roles of staff and managers that is being implemented with a wide scope of ownership from all employees in the organization.
Project | 3
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