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Summary on Competency Assessment on Pilot Import civil service
Summary on Competency Assessment on Pilot Import civil service
(Abstract)
The Civil Service Protection and Training Commission ("the CSPTC”) proposed the plan “Competency Assessment on Pilot Import civil service” in order to cooperate with the interim plan “Strengthen the Training on Core Competence” of the fourth plan Strengthening the Training System and Enhancing Senior Civil Service” of the “Civil Service System Reform Plan” approved at the 39th Meeting of the 11th Session of the Examination Yuan, held on June 18, 2009. “Competency Assessment on Pilot Import Public Servants” imported relevant test systems based on different features of different official ranks, and was viewed as future references for human resources planning and policy formulation.
The plan had a period of three months from October 2010 to December 2010. Its subjects were trainees and personnel of the CSPTC and of training institutions, totaling altogether 61 persons. Conclusions and recommendations in the report of the plan are summarized as follows:
1. Establish the common structure for core competencies of civil service:
 In consideration of property of pilot import units, it is mainly formed from incorporating existing competency projects. In the near future, the 360-degree multi-feedback model will be expanded to cover all divisions of the civil service. It is therefore recommended that the common core competenies of civil service be clarified before its implementation. To facilitate its promotion and implementation in all divisions of public service, a view is to be established as a set of functional feedback models applicable to all post levels and ranks, and all institutions.
2. Enhance the breadth and orientation of the source of the 360-degree multi-feedback model: The number of responders is insufficient when being selected by raters due to the limitations of the current situation and property of the aforesaid pilot import subjects (the high number of new colleagues and the low number of division establishment), It is therefore recommended that, in the future expansion, cross-department or cross-institution feedback sources and actual experience of external customers should be considered, so that the 360 degree multi-feedback model will function properly.
3. Enhance the training of knowledge and ability for raters and responders:
As the implementation period of this plan is relatively short, before the implementation of a 360-degree function feedback takes place, instructions for feedback-related instructions are to be given to raters and responders at an open communication meetings. Taking into consideration that no experience has been previously obtained, education and training shall be strengthened in the future, so that everyone participating in the feedback operation will be clearly familiar with the content and meaning of the feedback project. Meanwhile, they will be familiarized with the accurate rating standard through practice to ensure that the previous and later feedback standards are consistent.
4. Customize import mode based on characteristics of divisions of civil service:
This plan is the first small-scale pilot import project from the civil service. In its later expansion, a customized import should be put into practice in light of the property of civil service.
5. Difficulties in implementing the 360-degree multi-feedback model and recommendations:
 
Stage
Difficulties
Recommendations
Before Feed-back
The responders and raters are ambiguous about the concept of the function project
Properly incorporate advices and ideas of raters to improve the understanding and recognition of raters on the functions of the project. Provide a behavior model with respect to a function feedback project to raters, and assist raters in understanding the behavioral meaning of the function feedback project through training.
 
The raters worry about the subsequent use of the feedback result
Before raters give feedback, senior executives shall, at the communication and consensus meeting, make a clear commitment that the feedback result will only be used for the purpose of future individual development. Unless there is consent from the raters, the feedback sessions will not be exposed to any irrelevant person. In the feedback operation process, an independent third-party will be assigned to manage relevant affairs to ensure the confidentiality of personal data. The feedback result will not be used for any other purpose.
The raters doubt about the objectivity of the responder
When determining the responders, raters shall nominate their favorite candidates and submit the nomination to the director for review and adjustment. The final name-list shall be determined upon the consent of the rater.
In Feed-back
The responders use different rating standards
When determining the rating standard, the meaning of each rating score shall be clarified and accompanied by a behavioral example. The rating standard shall be rectified through simulated drills before giving feedback.
The rating result is favorable due to the “friendship effect”
Design a mechanism in the feedback system that will require an explanation when high scores are given.
The overall rating result lacks identifiability
Design a mechanism in the feedback system that will give off a warning and require re-rating when there are similar scores for behaviors of the same function
The responders are unwilling to fill in public recommendations
Design certain mechanisms in the feedback system which responders are obliged to fill in public recommendations.
After Feed-back
The raters refuse to accept feedback results of others
The Olympic scoring method may be used by eliminating the highest and lowest scores, and show the raters a re-rated score, so that the raters can easily accept the feedback result.
Raters don’t know how to set up a personal development plan
Provide an example of a personal development plan for raters first so that both the director and the rater can together figure out practical methods, potential blockages and countermeasures.
This is the first year of the pilot implementation. Based on experiences and obstacles collected from the pilot process, the competency assessment is applied to the training of senior civil service, and is able to understand the difference in ability of the trainees before the training as well as designinga customized training plan. At the same time, the difference in ability of trainees will also be analyzed after the training so as to track the training efficiency.
 
 

Updated: 2011/10/25   Check the date: 2011/10/25  

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Examination Yuan of R.O.C
Ministry of Examination
Ministry of Civil Service
National Academy of Civil Service
Civil Service Protection and Training Commission
No. 1-3, Shihyuan Rd.,Wunshan(Wenshan) District, Taipei 11601, Taiwan, R.O.C.

Tel:886-2-82367000 Fax:886-2-82366919