A haute couture of first lady but not onlyThe European highspeed network will triple by 2020And it is the same in the rest of the worldThis reform requires a readjustment of the cantons5 for the iPhone and 6 for the Sony ReaderThe success of La Banque Postale is WernerBut very quickly and tension have emergedAt the age of fiftytwo Patricia Donnelly has known only two employersThe drunken boat of GM continually more and moreThe roundfully supervised by Luc Besson himselfThis is certainly not a tidal wave. Rather a tide that undermines the border, formerly waterproof, between public and private sectors. The aspirations of each and the other join. There are, on the one hand, managers confused by the strategic reversals of their business, worn by the pressure of the quarterly objectives, leached by social plans to repeat, who want to give a new meaning to their career. "In recent years, four of the frameworks I have followed have wanted prepare the entrance exam to the Ecole nationale de la magistrature" tells Isabelle Mounier-Kuhn, coach career in cabinet EOS Board management. A radical shift, which reflects the quest for meaning expressed by many frameworks: "I wanted out of a logic of short-term objectives," says Thibault Rufas, who pressed his position of chargé d'affaires large accounts to Caisses d'Epargne to become Chief Administrative and financial Grand Dax, a community of communes of 54.000 people, which "weighs" budget EUR 35 million. More original, the last superior national school promotion of police major is an ex-consultant formed at Telecom INT: Sébastien Durand was not afraid of back in the right manuals to prepare for a competition of high level to satisfy his need for action and his desire to serve the general interest.
The constraint of the competition
Against them, a changing public sector is to attract the private frameworks. Under the combined effects of the Granddad boom and the various reforms of the public service, LOLF in mind, he needs to boost its services in the audit and management, computing and telecoms, management and the conduct of projects, with skills seasoned in the private sector. But, apart from the Epic (public industrial or commercial such as EDF, nature gas of France, SNCF or even post), who have recruitment procedures similar to those of large companies, the public service faces a major obstacle: the system contests has beautiful have been reformed (relaxed the age limit, decentralization and opening of "3rd contest" to different profiles)It remains very binding. For what, the number of contractual agents recruited out of competition continues to rise: according to a study conducted in 2005 by Eurogroup on "The contribution of skills of managers from the private to the public sector", it is (from the Executive of category A) 12 in the public service of State, 33 in the territorial public service, and 5-15 in large public companies.
Career opportunities
Despite the 1999 European directive imposes on Member States to take measures against improper use of the DDC, the contracts of three years renewable remains the standard. "In General and regional councils, less than 5 of managers of category A from private contract", explains in Eurogroup. Without even talking about job security, contractors do not benefit from the same opportunities for advancement and mobility that officials.
Another obstacle to be overcome the public sector to attract executives: its schedule of salaries is hardly generous. Leaving his position as consultant to the National Police, Sébastien Durand has divided his salary by two. As Thierry Somma, abandoning the SMEs of it that he ran for fifteen years to integrate the ENA, he divided his income by seven! "It is a choice of life, he smiles. As an officer (he is now Deputy functional of the Assistant Director of information and the Prefecture of police communication systems), I have the sense to put all my experience at the service of general interest. "Ironically, it was especially printing to enjoy greater freedom:"the competition system destroys any desire to fight power."
Different times
Thierry Somma appreciates these pacified hierarchical relationships in a public function "much more open to new ideas is well said, with prospects of career infinitely more diversified than in any company and an exceptional cultural level".
Nothing but happiness Not so fast! The passage of the private sector to the public is indeed never smooth. "It is a major cultural change," says Etienne Daugny, Associate Director of the cabinet of Council Transition careers." First because the concept of time is not the same in the public and the private sector. ""Given electoral rhythms and cumbersome administrative arrangements, which took nine months in the private sector can take more than two years in the public, "says Thibault Rufas.". It must be ready to accept it!
For more and despite the LOLF, which must progressively instill a culture of the result "the concepts of efficiency and measuring results are still very recent public service," continued Etienne Daugny. Not to mention that "management techniques are radically different because managers can use the usual levers to motivate or punish their collaborators." In a universe where the words "sanctions" or "merit pay" remain taboo, it is indeed difficult to mobilize his troops. Thierry Somma gladly acknowledges: "the budget that is allocated to me I cannot reward the contributors who deserve as I would like to." However, I have the feeling that it is possible to mobilize teams and generate enthusiasm on real projects. Because, in the public as well as in the private sector, employees want to do things that they like.
Patience and humility
To adapt to this culture, which is still fundamentally different from managers in the private sector must above all demonstrate humility. "If they refer constantly to their success in such business to justify the changes they seek, they have no chance to integrate", warns Tony Lourenço, territories HR founder, a firm specializing in the training and accompaniment of executives from the public to the private sector. "Yes, the cultural shift is important, adds Etienne Daugny.". "But instead to express it sharply, I advise managers to record all their surprises, frustrations and their desire to change a report with astonishment". After having left to ripen this thinking a few weeks, then pruned all personal elements, they can propose progressive and ad hoc corrective measures." No need to seek to make the revolution: you may get rejected. "Because it must not forget one thing:" have not expected you by your new colleagues to manage a budget of EUR 30 or 50 million, smiles Tony Lorenço. ". Agree, a good financial director can quickly generate 10-15 savings. But this is not a reason to consider that officials do not know their craft!
Patience and humility, the consultant considers that just 20-30 from the private frameworks can actually fit in the public sector. But if the file does not, it is also because the public functions have not yet provided routes of specific integration for executives from the private sector. Or because operational managers are still often tend, when they launch a recruitment, to inflate the profile of the position. Disenchantment for the novices of the public sector, even for the most motivated.
