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| Dear
Delegate,
Far-reaching
developments in the roles and activities of central banks
and (where distinct) financial regulatory agencies in recent
years have put a premium on appropriate personnel development
and training, manpower planning and the human resource function
generally. Even more widely, governing boards, governments
and the general public need to be assured that official organisations
and agencies are using their resources in the most effective
way to achieve the goals given to them by society: in other
words, they require accountability.
Ensuring
that the central bank or regulatory agency can recruit and
retain appropriately qualified and experienced staff in the
right place, at the right time, is at the heart of this challenge.
This is made increasingly difficult by developments outside
the central bank or regulatory agency, and especially by competition
for key personnel from the private sector. The US Federal
Reserve Board has itself recently drawn attention to the fact
that the attraction and retention of staff has become an issue
of fundamental concern. In addition, because a significant
number of senior staff is eligible for retirement, management
succession planning and organisational structure is another
top priority. In the euro area, a number of central banks
face the prospect of downsizing over the longer term while
at the same time adjusting to their new role within the European
system. Furthermore, increased workloads have necessitated
the introduction of new positions and a reduction in the number
of vacant positions in specific divisions.
All this means that an effective human resource/personnel
function is at the heart of an efficient modern central bank
or agency. It also means that the function has to be integrated
at the senior level with the overall “mission” or “objectives”
of the central bank or agency. At a time of rapid technological
and financial market change, is it still realistic to aim
to develop a particular “culture” of public service? How would
it differ from the performance culture in a well-run private
sector corporation?
These
are important questions for central banks and agencies everywhere.
Accordingly, this year for the first time, Central Banking’s
annual Cambridge training/seminar programme includes a course
on this range of topics.
The
benefits of attending this training course/seminar are clear.
Delegates should experience:
- enhanced
ability to align human resource management with strategic
objectives of the institution;
- greater
confidence in the advice they can offer to governors, boards
and directors on human resource issues and strategic planning;
- greater
competence in establishing desired and required ways of
working;
- better
ability to provide effective leadership in staff management;
- imaginative
ideas for developing appropriate culture, values and attitudes,
as well as skills and expertise within their organisation;
- learning
from the opportunity to compare one institution’s policies,
perspectives and attitudes with those in other central banks/agencies;
- improved
capacity to set effective and understandable procedures.
An
elite panel of 12 presenters will lead discussions in small
groups to maximise interaction among delegates. The presenters
will include leading authorities on management as well as
central bankers and regulators with extensive practical experience
in dealing with human resource planning and performance measurement.
We look forward to welcoming you to Cambridge on September
1 st 2002.
Yours sincerely,
William Clarke, CBE, PhD
Chairman, Central Banking Publications |
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| Sunday
1st SEPTEMBER
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| Reception
Drinks and Welcoming Dinner |
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| Monday
2nd SEPTEMBER
|
STRATEGIC
PERFORMANCE AND HUMAN RESOURCE MANAGEMENT
Chairman: Richard
Pettinger,
Management Studies Centre, University College London
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| Strategic
and Organisational Perspectives on Corporate Governance
Paul
Griseri
Management Studies Centre, University College London
The
purpose of this session is to outline and analyse the
major influences and pressures within which the central
banking and regulatory system has to operate. There
will then be considered a range and variety of initiatives
in the fields of ethics and corporate governance, which
have started to become current and effective in some
areas. Detailed attention is to be given to: the service
role; international, national and local responsibilities;
strategic expertise; and means of providing appropriate
incentives to motivate staff. |
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| Mandate
and Overall Objectives of Central Banks and Agencies
Berend
van Baak
Director of Personnel, European Central Bank
The
session includes a statement of principal strategic
objectives, priorities, and targets. It covers the issues
of deadlines, constraints, challenges and pressures
that have to be addressed both from within the central
banking/regulatory system, and the external factors
that have to be considered, and the contribution and
value that performance and human resource management
initiatives can make. |
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| Strategic
Human Resources Planning
Kelvin
Cheatle
Director of Human Resources and Deputy Chief Executive,
Broadmoor Hospital
Kelvin
Cheatle is Director of Human Resources at one of the
major public service institutions in the UK. In this
session he outlines the approaches taken in human resources
planning and direction in an extreme situation, and
then outlines the lessons to be learned by those in
all parts of public services, including the central
banking/regulatory system. The key issues are: sources
of staff and expertise; political and financial constraints;
developing human resources strategies; integration with
organisational attitudes and behaviour; service and
ethics. |
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Strategic
Perspective on Reporting Relationships and Performance
Targets
This session
concentrates on the value and effectiveness of organisational
and managerial structures, and reporting relationships.
Of particular concern are the nature and quality of
leadership, and effectiveness in setting direction
and priorities. Attention is also given to desired
and required achievements; constraints; reporting
between central banks/agencies; political and commercial
influences.
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| Tuesday
3rd SEPTEMBER
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| PERFORMANCE
STANDARDS AND TARGETS
Chairman:
Richard
Pettinger |
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| Corporate
Culture, Standards, Attitudes and Values
Richard
Pettinger
Management Studies Centre, University College London
The
purpose of this session is to establish desired and
required ways of working, and devising and implementing
human resources and staff management policies in support
of these. Attention is given to the specific aspects
of equality, respect, value; and to the functions and
value of recruitment, selection, development and reward;
and when required, ending the period of employment.
The group will discuss how “best practice” in these
fields is applied by central banks and agencies, or
can be applied in the future. |
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| Pay
and Reward Policies
Flemming Farup
Head of Personnel & Organisation, Denmarks National
Bank
Many
central banks and agencies are facing problems in recruiting
and retaining staff. This session analyses the aims
and objectives and intended outcomes of pay, reward
and retention policies. Also considered are: job and
work security; the public service ethic; required outcomes;
the relationship between pay and performance; what to
reward and how to reward; individual performance plans;
bonuses and enhancements; leave/holiday policies; and
other benefits. |
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| Wednesday
4th SEPTEMBER
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| IMPLEMENTING
HUMAN RESOURCE AND PERFORMANCE MANAGEMENT POLICIES
Chairman:
Richard
Pettinger |
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| Leadership
and Human Resource Management in Central Banks
Werner Mika
Head of Personnel, Deutsche Bundes Bank (invited)
The
role and function of leadership in staff management
is critical in all organisations. Central banks and
agencies need to establish their own principles of effective
leadership, and to address the key staff performance
issues of: relationships with peers and subordinates;
staff morale; professional ethics; and the professionalisation
of management. People’s expectations have also to be
managed, and this has implications for the outputs desired
and required from expert managers, and for leadership
and management development. |
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| Individual
and Collective Development
Richard
Pettinger
Management Studies Centre, University College London
This
session concentrates on the key issues of collective
and individual capability and willingness. At the core
of this is the need to develop culture, values and attitudes,
as well as skills and expertise. Collective and individual
development must be seen as investment, on which returns
are desired, required, sought and expected. Central
banks and agencies must consider the extent to which
they reward capability and commitment, and the ways
in which this is carried out. |
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| Human
Resource Management and Financial Advantage
Jacek
Klich
Jagiellonian Business School, Krakow, Poland
This
session concentrates on the financial and material advantages
available to all where there is effective staff and
human resource management. This includes the need to
assess value in staff performance; enhancing staff value;
and performance appraisal and measurement. It is also
necessary to address budgets and costs management; and,
increasingly, the cost effective use of contracted and
outsourced aspects, including suppliers. |
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| Industrial
Relations and Practical Staff Management
Anthony Impey
Managing Director & Chief Executive, Central
Financial Services Ltd.
Effective
staff management and employee relations are founded
in comprehensive corporate policies, perspectives and
attitudes. This session concentrates on managing those
attitudes, and building and developing effective relations.
At the core is the pivotal role of all managers in developing
collective attitudes and resolving problems. |
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| Thursday
5th SEPTEMBER
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| Chairman:
Richard Pettinger |
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| Developing
Performance Measures in Central Banks and Agencies
Jacek
Klich
Jagiellonian Business School, Krakow, Poland
The
purpose of this session is to concentrate on the need
for the integration of strategic and operational performance
measures with aims and objectives. It is necessary for
performance measures to be integrated with policies,
culture, and human resources attitudes and approaches.
This must be supported through the use of effective
and understandable procedures, universally and equally
applied. |
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| Interrelationship
and Integration of Human Resource Management and
Performance Assessment in Central Banks and Agencies
Elizabeth H. Roberts
Director of the Financial Stability Institute, Bank
for International Settlements
This
session concentrates on the need for integrated approaches
in strategy and policy implementation. This requires
again the need to consider the investment and timescale
aspects of human resource and performance management.
Essential also are monitoring and review processes;
and the need to develop processes and practices. There
are lessons to be learned from industry and commerce
from all parts of the world, that should enhance the
culture and public service ethic present in central
banks and agencies. |
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