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Title page 1

Contents 5

Foreword 4

Executive summary 7

1. The HR function: A diverse set of actors and structures 9

1.1. What is the HR function? 10

1.2. Heterogenous HR function structures affecting the allocation of HR tasks 10

1.3. HR roles differently affected by major transitions 12

1.3.1. Priority roles of the HR function in supporting transitions 12

1.3.2. Leadership management 14

1.3.3. Recruitment 16

1.3.4. Learning and development 18

1.3.5. Strategic workforce planning 19

References 21

Notes 21

2. Three transitions with multiple impacts on the HR function 22

2.1. The digital transition: A long-standing and far-reaching transition 24

2.1.1. Identifying and developing public servants' basic digital skills 24

2.1.2. Developing proactive policies to structure the digital workstream 26

2.1.3. Supporting the digitalisation of the HR function through a strengthened centralised HRIS and the emergence of artificial intelligence 28

2.2. The green transition: A transition to be integrated into all policy areas 30

2.2.1. Educating and training public servants on the challenges of the green transition 30

2.2.2. Integrating a green dimension into public service professions and anticipating new skills requirements 31

2.2.3. Making public administrations environmentally responsible and adaptable to climate change 32

2.3. The managerial transition: A continuously evolving transition 34

2.3.1. Supporting the evolution of the role of managers as actors of the HR function 35

2.3.2. Strengthening strategic management and professionalisation of managerial careers 36

References 38

3. Making the HR function more resilient and forward looking 41

3.1. Setting a clear course for future-proof workforce management 43

3.1.1. Leadership engaged in foresight and management of transitions 44

3.1.2. Strengthened strategic foresight in HR 46

3.2. Ensuring the HR function has the capabilities it needs 47

3.2.1. HR tools to support workforce analysis and management in the public service 49

3.2.2. Clear HR processes adapted to practical use 50

3.2.3. Professionalise and anticipate changes in the missions and skills of HR professionals 52

3.3. Positioning the HR function as a partner of excellence through co-operation 53

3.3.1. Ensure close internal collaboration to promote the HR function's role as a partner 54

3.3.2. Strengthen collaboration between administrations 56

3.3.3. Develop collaboration with external stakeholders 57

References 60

4. Conclusion 61

Annex A. Case studies of public service responses to the three transitions in selected EU Member countries 62

Tables 6

Table 1.1. Mapping of the dimensions of the HR function most directly affected by the transitions within the French State public service 14

Table 1.2. Mapping of the actors of the HR function responsible for leadership management within the French State public service 15

Table 1.3. Mapping of the actors of the HR function responsible for recruitment in the French State public service 17

Table 1.4. Mapping of the actors of the HR function responsible for learning and development in the French State public service 18

Table 1.5. Mapping of the actors of the HR function responsible for strategic workforce planning in the French State public service 20

Figures 5

Figure 1.1. Extent of delegation of human resource management practices in central government line ministries, 2024 11

Figure 1.2. The three major transitions in relation to the HR function 13

Figure 2.1. Main impacts of each of the three transitions on the HR function 23

Figure 3.1. Model for a resilient, forward-looking HR 42

Boxes 6

Box 1.1. Defining the human resources function 10

Infographics 6

Infographic 1. Example of specialised digital job description in Austria: System Engineer 63

Infographic 2. Example of core knowledge from the People Standards Framework: Digital transformation and people 68

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