The Observatory for the Transformation of the Public Sector Esade-PwC has recently presented a new report entitled “Public talent for an Administration after the corona shock”.

This study has been prepared by the research area of ​​this School of Business Administration and Management and offers 20 proposals for the future to advance towards a greater professionalization and training of public employment in Spain, as well as the reforms that will have to be addressed in the management of public talent with the aim of having an efficient and well-dimensioned public sector.

These are the twenty proposals that are collected in this report for public employment in the post COVID19 administration:

  1. Reconversion plan coordinated with the strengthening of essential services and digitization. Commissions for redesigning and planning jobs aligned with the strategy.
  2. Suppress the restocking fee. Planning and continuous redesign of needs as instruments to determine which positions to replace and which not.
  3. Rethink the job and its name. Migrate current positions to broader functional areas that allow versatility and flexibility.
  4. Advance in the simplification of the body system. Fewer bodies, limiting mobility for specialists to areas where such specialization is necessary.
  5. More mobility and time adjustment formulas. The public sector as a large company where the redistribution of troops and voluntary mobility is facilitated.
  6. Default work regime. New incorporations under the labor contract regime, reserving the status of civil servant to positions that require the effective exercise of public powers.
  7. Legally enable new forms of linking . Provide managers with a wide range of possibilities to attract resources with the necessary flexibility.
  8. Professional support plan. Bet on internal talent through reskilling and upskilling plans that allow requalification towards the professional profiles in demand.
  9. Consolidate telework. Establish procedures and regulatory authorization so that telework can be extended in the Administration with all the guarantees.
  10. Employer branding plan. Revitalize the public brand to attract young talent to replace vacant positions within the next waves of retirements
  11. Select by competencies. Replace public work competitions with a selection process that places greater emphasis on skills than knowledge.
  12. Professionalize and speed up recruitment. Establish different selective models according to the type of employee to be recruited, centralizing the strategy and criteria but decentralizing their execution.
  13. Digitize people management. Promote the use of technologies in processes, data analytics and algorithms to make management more efficient.
  14. Make the professional career more flexible. Design careers based on itineraries, energized by professionals, adjusting training to needs and promoting horizontal mobility.
  15. Variable remuneration. Dignify the remuneration of the higher levels of the Administration by establishing variable remuneration systems that link part of the economic perception to the achievement of certain collective and individual objectives.
  16. Catalog of management positions. Establish two management levels depending on whether they are senior positions with direct political dependence or more operational public management positions.
  17. Unique legal relationship of the public manager. Specific contractual relationship apart from the official or conventional labor that endows the professional public management with its own status.
  18. Selection of managers by professional confidence. Access to management positions through a process that combines the accreditation of merits with the necessary dose of confidence according to the level of the position.
  19. Executive positions selection body. Independent and formed by qualified professionals. With the capacity to propose or pronounce on candidates according to the managerial level in question.
  20. Encourage training for managers. Spaces where awareness of the managerial role is acquired and skills development is promoted.

The document (in spanish) can be consulted here: