The monthly focus of this 36^th issue is dedicated to generational handover and more particularly how to manage it by capitalizing experience and passing knowledge. As usual, we present you the last trends in several countries on this theme and the inspiring ways in which they are implementing them.
Beyond the news, you will get acquainted with he procedures for returning to the office initiated by Malakoff Humanis as well as the academy dedicated to project management for civil servants in Poland.

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We wish you a good reading and a nice summer!

The vision RH editorial team

The reality is that virtually every country is currently facing massive retirements in the public sector, which – given that the average age is often high (1) – will become even more pronounced in the coming years. While this situation makes it possible to accommodate a few staff reductions, if nothing is done, a large amount of acquired knowledge, which is essential for maintaining continuity, will be lost.

Countries differ in their cultural approach to the generational shift and in their appreciation of the need to pass on knowledge, but some have decided to make it a priority, as they are convinced of the need to act.

Finland has chosen to promote the employment of older people. Drawing on several studies on health, the working environment and a person's skills at the end of his or her career, the country has introduced an action plan that includes adapting jobs and transferring knowledge, managing age within teams and non-discrimination. This incentive policy has already significantly reduced the number of early retirements.

In Germany, the government is determined to formalise the transfer of skills between generations. With its "Jedes Alter zählt" (Every Age Counts) programme, it has defined a set of standardised and structured recommendations that must be implemented in the eighteen months preceding the end of each employee's activity, so as to capitalise on and optimise all the experience he or she has acquired and, in particular, the memory of those practices that have proved to be effective as well as those that have not had the desired effects.

In the United States, federal government departments have a comprehensive strategy and prepare for departures by systematically analysing the risks involved. In order to draw up handover profiles, a number of points are reviewed during interviews with the incumbents (existence of documentation on the functions performed, collection of prerequisites and/or training to be followed). Managers and HR offices are involved in organising the handover.

Responding to the specific expectations of staff at the end of their careers by usefully combining their desire for a gradual transition and the return of greater availability is proving to be the most effective way of making this exercise a success. In this respect, well-being at work plays an essential role: in Sweden, a range of services (interactive workshops, a dedicated team) is provided to prevent and limit any risk of maladjustment, or even burnout. Similar schemes exist in the Netherlands ("sustainable employability"), the United Kingdom ("fuller working life") and Switzerland ("transition management").

Relying on a tutoring solution (as is done in Portugal) or mentoring, which can extend into retirement (an option recently introduced in Lithuania), is an alternative that has proved its worth, as it allows a personalised link to be established in the renewal process.

Because it is one of the most affected countries (50% of departures by 2030), Spain has decided to react: it has just launched its transformation and talent capture plan, fully involving the civil servants who will soon be leaving. Italy, which is also heavily impacted by the high proportion of senior citizens in its workforce (the average age is 51 and 17% are over 60), has included this dimension in its plan to revive the administration by devoting one of its four components to 'human capital'.

¹ According to several studies (OECD, Eurofound), the difference with the private sector is due to the difficulty and/or decrease or absence of recruitment for several years.

The European civil service, which is based on a set of Staff Regulations and a career system, is considering changes to its selection method. A report by the Court of Auditors has shown that the method used is suitable for generalist profiles, but less so for the specific professions that make up the staff of each of the Union's agencies. It makes a series of recommendations to improve responsiveness and appeal.

The Federal Government has harmonised the rules on the wearing of certain external signs. A new act now allows public employers to state that any modification of a person's appearance that does not comply with the obligation of neutrality (excessive and visible tattoos, ostentatious wearing of accessories but also of community or religious signs) is incompatible with the exercise of the person's function.

Among the many online communities available to public servants across the country, the latest one is dedicated to the massive deployment of remote working imposed by the pandemic. Its aim is to provide support to all those who are experiencing difficulties in their organisation. The members are from different sectors, backgrounds and locations and are facilitating the transition by sharing their experiences.

After a series of discussions, the Ministry presents the new strategy it intends to implement for all recruitment activities by 2025. The draft executive plan aims to halve the length of the procedure, pool competitions with similar tests and boost the portion related to know-how and interpersonal skills. Members of the jury will have to undergo training to maintain their qualifications.

As with the workplace, training is being organised in a different way, moving towards a blended learning model. The Campus platform is expanding its range of services and now offers various institutions the opportunity to work together on integrated programmes. It will host the portion of training courses devoted to the individual acquisition of knowledge in addition to the collective workshops for practical work carried out on site.

"Dare to be a civil servant in Plaine Co" is an initiative launched by the association La Cordée to support students, job seekers and people changing careers based on social and geographical criteria. Volunteer civil servants act as mentors in playful workshops, job dating, inspiring gatherings and visits to the administration to help them build their career plans.

The authority in charge of preventing corruption in the public sector has decided to put data on line - in full transparency and with respect for data privacy. Through a dashboard and analytics, users can access declarations related to potential conflicts of interest (public contracts, hiring proposals, etc.).

Developed in partnership with the Hernstein Institute and the University of St. Gallen and coordinated by the Federal Academy, a leadership degree is being promoted to senior managers. Initially, proven concepts and methods are taught to enable participants to reflect on their own behaviour. A subsequent analysis determines the capabilities and individual coaching hours are allocated.

The 61 digital professions in the Administration, which are already grouped in a channel (Group IV), are now covered by a reference framework that ensures the homogeneity of profiles while facilitating career paths. This tool has become essential for promoting mobility and responding to changing needs. It is also intended to provide departments with an overview of the expertise they hold.

Managing office space rationally in the face of declining staff numbers is becoming a growing concern for property departments. In response, and particularly in the case of new locations outside London, they have decided to rent shared workspaces from the country's leading provider in a dozen cities.

Drawing several lessons from the health crisis, the "Building Momentum" agreement was presented to trade union representatives. The Administration is committed to entering into discussions and negotiations on a number of points: a framework for flexible working, alignment of technical grades with their administrative counterparts, increased mobility, professionalisation (HR and ICT) and a learning plan.

On the initiative of inspection officers in the Gard département, a software application has been adopted and developed by the IT Public Interest Group of the management centres. IOTA (which stands for "Inspection, Observation, Territory, Improvement") contains an up-to-date regulatory database and allows users to enter their statements and findings with the help of a grid, so that they can concentrate on making recommendations.

At the end of the health crisis, every professional sector that has been obliged to make massive use of telework is facing a major challenge: finding the right balance between the company's needs and the employees' expectations, which have changed.

Malakoff Humanis, which specialises in social protection and has carried out several studies on changes in the world of work over the past 15 months, has conducted a thorough review of its own organisation.

A consensus emerged fairly quickly that there was no question of going back to the way things were before. Based on the results of the internal surveys, new plans were drawn up that took into account the needs expressed (work/life balance, but also the need to rebuild a collective environment).

The management first brought together all 1,200 managers with the aim of winning over the last few who were reluctant to adopt the hybrid mode that had been chosen (two days on site and three days remotely).

Upon their return, the employees also discovered the improvements that were made to accompany this transformation: modular offices, user-friendly spaces and improved acoustics.

According to the management, it is essential to show those who are apprehensive about returning to their workplace (1) that it will be mainly reserved for group activities, which are necessary for cohesion.

¹ The latest edition of the "Health and Quality of Life at Work" barometer shows that 60% of employees say they fear returning to work on site.

Because a project-based approach disrupts the traditional structure of organisations, it must be convincing if it is to gain a foothold in administrations, which are still very much steeped in a strong hierarchical culture.

Adapted to managing specific and/or cross-functional missions, which are becoming increasingly numerous in the public sector, project mode also requires specific skills.

With this in mind, the Lech Kaczynski National School of Public Administration in Warsaw - which is responsible for the initial and ongoing training of civil servants - has set up a Project Management Academy (1).

The Academy is an independent institution created to "improve the implementation of projects by enhancing the skills of staff and optimising the management of available resources".

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Any public servant who is expected to contribute to a project, regardless of his or her level of function or responsibility, is invited to apply. The programme coordinators ensure that the range of profiles (and in particular the participation of senior managers) within each class is one of the keys to success.

The programme consists of several taught modules, delivered in blocks and at short intervals, using theory and practice to explain project management techniques and tools – as well as programme and/or portfolio management issues – using methodological documents and materials developed by recognised experts.

Successful projects also depend on factors that are sometimes given short shrift, including socio-economic justification, balanced and efficient division of labour, and interpersonal and organisational relations. All of these issues are addressed in case studies in a workshop setting with the support of specialists.

Planning, risk management and evaluation are key elements and form an important part of the training. Analysis of real-world projects within the administration is used as the basis for exercises that the participants must solve both individually and collectively.

A partnership has recently been signed with HAUS, the Finnish government training operator, and LUDOVIKA, the Hungarian University of Public Administration, in order to secure the services of trainers from other countries and give the academy an international dimension.

¹ Academy of Project Management in Public Administration (AZPAP).