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COMPETENCY BASED RESOURCE PLANNING: CHALLENGES AFTER THE BELGIAN COPERNICUS REFORM

COMPETENCY BASED RESOURCE PLANNING: CHALLENGES AFTER THE BELGIAN COPERNICUS REFORM REGIONAL CAPACITY-BUILDING SEMINAR HUMAN RESOURCE PLANNING AND MANAGEMENT 6 DECEMBER 2006 – Paris, France

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COMPETENCY BASED RESOURCE PLANNING: CHALLENGES AFTER THE BELGIAN COPERNICUS REFORM

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  1. COMPETENCY BASED RESOURCE PLANNING: CHALLENGES AFTER THE BELGIAN COPERNICUS REFORM REGIONAL CAPACITY-BUILDING SEMINAR HUMAN RESOURCE PLANNING AND MANAGEMENT 6 DECEMBER 2006 – Paris, France Annick SoolsAdvisor Development of Personnel Federal Public Service Personnel and OrganisationBrussels - Belgium

  2. Subtitel • RESOURCE PLANNING: SITUATION TODAY

  3. DIFFERENT INSTRUMENTS AND TOOLS HAVE BEEN • DEVELOPED OVER THE PAST YEARS • Methodology and IT-tool for resource planning • Job familiy descriptions and competency profiles (levels D, C and B) • Job descriptions, job evaluation levels and generic competency profiles for level A • NOT YET INTEGRATED AND STRATEGIC

  4. CURRENT RESOURCE PLANNING  METHODOLOGY • I. DETERMINE THE ‘AS IS’ SITUATION • Inventory of personnel data: identification of all juridicial elements of all personnel members of the organisation (ID, grade, administrative position(s), statutory/contractual, seniority, actual salary, …) • Identify the effective number of FTE • Calculation of the current effective cost (year T) and extrapolation to year T+1 (estimate of structural impact of current effective cost)

  5. Current situation Employee Personnel Envelope Juridicial elements Statute Operational Resources Cost Recrutement, Selection, Promotion Operational Needs Available budget Objectifs ANALYSIS OF THE EXISTING SITUATION Principles

  6. II. AVAILABLE BUDGET • Comparison of available budget envelope to the estimated cost •  identification of the budget margins • Budget margins action plan (recruitments, promotions, …) •  Flexibility only within this available budgetary margin

  7. III. PLANNING • Short Term (Year T and T+1) • Mainly a mathematical and financial exercise (quantitative)  no link to competencies, mainly based on the ‘administrative’ position • Rigid administrative and budgetary control procedures

  8. Objectifs Personnel needs Available margin Action plan Personnel Plan PLANNING Principles FTE € Evolution wanted Expected changes Allocated budget Estimated cost

  9. HOW TO CHANGE TO A STRATEGIC AND QUALITATIVE APPROACH?

  10. CHALLENGES • Add a qualitative element to the inventory of the personnel data: job profile or job familiy profile (description and competency profile)  depending on the level. • 2. Generic approach: ‘level’ of competencies, type of activities, domains of expertise; no individual competencies.

  11. CHALLENGES • Link of qualitative and quantitative data: •  indication of the competency needs for the following years •  basis to determine the possible ways to realise these through • development (possibly followed by promotion) • recruitment • mobility • Instrument for resource planning, based on the effective • competency needs of the organisation • Transparant link to the disposable budget • Strategic approach, at least covering a full legislation period, • yearly adjustable (unexpected circumstances, changes in • priorities, link to strategic management plans of the • organisations, …)

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