Contemporary issues onHRM- and Training inNational Statistical Institutes

Workshop on Human Resources Management & Training Budapest, 5-7 september 2012

Wouter Jan van MuiswinkelStatistics Netherlands

Content of presentation

1. Introduction

2. Challenges for NSI’s

3. Developing HRM&T

4. Working together

2

1. Introduction

General introduction to the Workshop:

Main idea: • Exchange experiences• Develop good practices on HRM&T

Background:• 56 UNECE countries (42 present)• Variety of challenges

relevance for participants

further develop HRM&T in your NSI

3

2. Challenges for NSI’s

• Changes in society increase need for more & quicker statistics• Official statistics need to stay relevant to the modern world

New and better statistics & services

HLG-BAS Challenge for HRM&T Vision & strategy integral part of Business strategy NSI Forward looking policies & practices

4

October 2011: Informal questionnaire to NSI’s Challenges regarding HRM&T / Business architecture Focus points HRM&T policy Currently used tools & needed tools for 2013-2018

24 countries replied (Results in Room document)

Analysis:

Proposed Topics for the Workshop..

5

New statistical techniques / methods

Budget cuts &Staff-reduction

Image of Statistics /NSI

TRAINING HRM

E-Learning E-Learning

HLG - BAS

Msc. official statisticsMsc. official statistics

Training Program Training Program

Management DevelopmentManagement Development

Work EnvironmentWork Environment

Strategic Personnel Planning

Strategic Personnel Planning

Recruiting Recruiting

MobilityMobility

Knowledge ManagementKnowledge ManagementPerformance review Performance review Training new recruits Training new recruits

Development plansDevelopment plans

3. Developing HRM&T

Model to (roughly) determine degree of development

Degrees:

1. Basic HRM

2. Administrative

3. Instrument-based

4. Policy-based

5. Strategic

Visualized in a Pyramid

7

Policy-based HRM&T - Mobility - ManagementDevelopment -Training current & next job

Instrument-based HRM & Training: - Working contract – feedback - evaluation – - Training on excellence in Current job

Administrative HRM: Mutual work relations - Administrative HRM-system - Employee rights - w ork conditions - attractive employer - Secondary terms of employment (holidays, extra’s etc.) - Training on basic issues

De

Basic HRM: - - Primary terms of employment: Employer sets rules/ duties for employees

- Collective Bargaining Arrangement betw een employer and unions/ social plans (w orking hours rest times)

Strategic

Tactical

Operational

Strategic HRM & T

Strategic Personnel Planning Know ledge management

Re-active

Active

Pro-active

Focus

Levels of development

Coping strategy

8

9

Administrative HRM: Mutual work relations - Administrative HRM-system - Employee rights - w ork conditions - attractive employer - Secondary terms of employment (holidays, extra’s etc.) - Training on basic issues

De

Basic HRM: - - Primary terms of employment: Employer sets rules/ duties for employees

- Collective Bargaining Arrangement betw een employer and unions/ social plans (w orking hours rest times)

Operational

Re-active

Operational HRM

Tactical HRM&T

10

Policy-based HRM&T - Mobility - ManagementDevelopment -Training current & next job

Instrument-based HRM & Training: - Working contract – feedback - evaluation – - Training on excellence in Current job

Tactical

Strategic HRM & T

Active

Strategic HRM&T

11

Strategic

Strategic HRM & T

Strategic Personnel Planning Know ledge management

Pro-active

12

Policy-based HRM&T - Mobility - ManagementDevelopment -Training current & next job

Instrument-based HRM & Training: - Working contract – feedback - evaluation – - Training on excellence in Current job

Administrative HRM: Mutual work relations - Administrative HRM-system - Employee rights - w ork conditions - attractive employer - Secondary terms of employment (holidays, extra’s etc.) - Training on basic issues

De

Basic HRM: - - Primary terms of employment: Employer sets rules/ duties for employees

- Collective Bargaining Arrangement betw een employer and unions/ social plans (w orking hours rest times)

Strategic

Tactical

Operational

Strategic HRM & T

Strategic Personnel Planning Know ledge management

Re-active

Active

Pro-active

Where is your NSI? What is ambition for a next step?What is needed for next level?

Where is your NSI? What is ambition for a next step?What is needed for next level?

StandardiseStandardise

OptimizeOptimize

IntegrateIntegrate

AnticipateAnticipate

But remember:

13

4. Working together..

14

Scope: All NSI’s: big challenges ahead!• tactical & strategic HRM&T• do more with less..

Workshop: 12 topics on different development degrees • get informed• give feedback • share good practices

Discussions help to:• understand and make practical• apply to local NSI’s• generate energy!

Scope: All NSI’s: big challenges ahead!• tactical & strategic HRM&T• do more with less..

Workshop: 12 topics on different development degrees • get informed• give feedback • share good practices

Discussions help to:• understand and make practical• apply to local NSI’s• generate energy!

15