Managers and directors in the public and parapublic sectors are constantly faced with the challenge of improving service delivery to citizens and enterprises. Aiming at greater efficiency and stronger performance, they must deal with budget constraints and a demanding framework, particularly tight deadlines. Transforming public services involves considerable complexity and requires unwavering consistency. Quite often, interdependency among various projects adds a level of complexity and additional difficulty and places enormous pressure on project development and delivery.
Transferring the “know-how”
“Know-how” management and knowledge transfer are also major challenges for the public service. With a good part of employees retiring over the coming years, managers must find the best ways of attracting competent people to properly serve the various types of clienteles. Combined with the labor shortage and competition from the private sector, that necessity also demands an in-depth examination of ways for passing on know-how and expertise from one generation of employees to another. That situation is putting significant pressure on HR management across the public service field.
Adapting to change
If they are to successfully create value from more efficient service delivery, managers must be able to control change and understand the tools they can use to implement their strategy. The modernization of processes, systems and tools, coupled with the use of new information and communication technology (NICT) are their best assets for achieving their goals despite occasionally limited resources. The quality and reliability of information, and its ease of access in a secure environment, are imperatives for citizens and enterprises. These days, everyone expects more transparency and efficiency from public services administration.