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Conference of European Statisticians15 June 2006

Jan PlovsingNational Statistician

Human resources as the main element of the modern statistical office

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The English PlanThe English Plan

Depending on the wind, the striker’s position Depending on the wind, the striker’s position may vary…may vary…

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Radical, efficient, unstoppable… (ball’s speed may Radical, efficient, unstoppable… (ball’s speed may reach 297 km/h)reach 297 km/h)

The German PlanThe German Plan

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The Italian PlanThe Italian Plan

Iron defense, small ideas in midfield, passes to Iron defense, small ideas in midfield, passes to striker..and…Penaltystriker..and…Penalty

5 … … no comments!no comments!

The Brasilian PlanThe Brasilian Plan

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The Danish PlanThe Danish Plan

Stay at home and watch the others on TV!…...Stay at home and watch the others on TV!…...

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Three topics for reviewing

• How do we integrate Human Resources Planning with our Corporate Plan?

• How do we recruit the best and the brightest?

• How do we manage career developments?

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Integration of HR with the Corporate Plan

CORPORATE PLANi.e developments and

improvements in statistics etc.

KEYCOMPETENCES

HR-DEVELOPMENTS

Individualcompetence

level

Organisationalcompetence

level

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KEY COMPETENCES

Competences that are critical / important in relation to the

corporate plan / strategy / business plan are identified. Examples:

• Clearly defined core capabilities and job-specific capabilities (AUS)

• Clearly defined key competences (FIN)

• Job profiles (GER)

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Individual competence level

Important elements of a HR-strategy:

• Competence analysis:– Mapping of existing competence on a competence scale (ex: AUS,

SWE)– Evaluation of performance of duties and tasks (ex: UKR)

• Annual personnel interviews (ex: AUS, FIN, GER, UKR)

• Identify competence gaps (ex: AUS and SWE)

• Individual personnel development plans (ex: AUS, FIN, SWE, UKR)

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Organisational competence level

Important elements of a HR-strategy:

• Human and organisational competence (ex: SWE)

• Organisational: documentation, systems, software, databases etc.

• Competence gaps for the NSI (ex: AUS, SWE)

• HR-development plan for the NSI (ex: CAN, FIN)

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Recruiting the best

• The NSI should be an interesting employer (FIN, GER)

• Employment of university students, trainees (FIN, GER)

• University recruitment campaigns (CAN)

• The norm: Open application and open competition

• A permanent broad hiring committee (UKR)

• Hiring by working groups – subject matter departments and HR department (CAN, FIN)

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Making the new employee fit for the job

• Training programmes, some compulsory courses (FIN, GER)

• A job orientation system where the new employees supervisor and a trainer/tutor are responsible (FIN)

• A Corporate pool for two years (CAN)– rotate among 3 – 4 assignments– compulsory courses– mentors– a regular position after two years

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Management of career developments

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Management of career developments

• The norm: An open competition for a specific position

• ”Generic” competitions (CAN)– one large competition for several positions at the same level– encourages employees to develop broader skills– the initial assignment is typically different from their home division

• Human resource pools (UKR)– created for a management or specialist position– candidates are selected– personal annual plans and performance evaluation– the candidate with the best results in the waiting period will take up

the position

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Questions on key competences

• The amount of resources used to develop core and job-specific capabilities / key competences / job profiles?

• Are there problems or challenges that other NSI’s should be aware of if they choose to develop similar concepts?

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Questions on competence levels and HR-development plans

• How can we involve all employees in the integration of the Corporate Plan with the HR-development plan in a way that makes them enthusiastic?

• What are the problems or challenges in relation to the mapping of individual competences on a competence scale?

• How much is the mapping of competence gaps for the whole NSI used?

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Questions on recruitment and career developments

• Are specialist competences an advantage when hiring and promoting to managerial positions? Or should we choose generalists with broader skills?

• The Canadian two-year corporate pool seems to be very fruitful but an expensive investment too for smaller offices. Am I right?

• Do other NSI’s have experiences with corporate pools when hiring graduates from Universities?

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Questions• The amount of resources used to develop core and job-specific

capabilities / key competences / job profiles?• Are there problems or challenges that other NSI’s should be aware of if

they choose to develop similar concepts?* * * *

• How can we involve all employees in the integration of the Corporate Plan with the HR-development plan in a way that makes them enthusiastic?

• What are the problems or challenges in relation to the mapping of individual competences on a competence scale?

• How much is the mapping of competence gaps for the whole NSI used?* * * *

• Are specialist competences an advantage when hiring and promoting to managerial positions? Or should we choose generalists with broader skills?

• The Canadian two-year corporate pool seems to be very fruitful but an expensive investment too for smaller offices. Am I right?

• Do other NSI’s have experiences with corporate pools when hiring graduates from Universities?