Frame conditions and requirements to develop and implement HRM concept in a statistical office

1. Frame conditions and requirements to develop and implement HRM concept in a statistical office Geneva 2010 Hans-Joachim Rieger

2. HR and New Public Management Balanced Score Card: HRD Performance Controlling Effectiveness Customer orientation QM Efficiency With decreasing resources, HRD gets more important

3. HR and OD HRD is closely connected with organisation development OD: • Promotion and development of staff • In line with employees´ requirements • Taking staff needs • Systematic process

4. Stocktaking • 43.9 % demotivated rather than motivated Reasons: • Lack of challenges • Lack of useful activities • Lack of holistic working • Lack of pleasure in the job

5. HRD: use of Instruments? • Staff survey: conducted, briefly discussed, hardly used • Appraisal interview: introduced, superiors trained, 60% held, 30% less than 30 min, 40% with goal agreement • Corporate vision: developed, presented, adopted, stored • Feedback to superiors: …

6. Goals of HRD Staff needs Organisation needs

7. Defining target areas Team development Individual development Cooperate culture development

8. Individual development • Improving of work performance • Promoting • Development and use of competencies and potentials

9. Team development • Development of existing teams • Development of temporary teams

10. Cooperate culture • Leadership policy • Strategy focused

11. Examples: Measures and tools • Competence model • Goal agreement • Team development, teamwork • Gender mainstream • Staff development interview • Training control • Introduction of new staff members • Health at work • Promotion • Improving flexibility and mobility • Corporate vision • Staff appraisal, performance management

12. HR Measures and tools (2) • Staff selection and recruitment • Project work • Hospitation • Job rotation • Job enrichment • Job enlargement • Staff survey • Development of potentials • Working time models • Mobbing prevention

13. HR Measures and tools (3) • Promotion of disadvantaged • Advanced training • Coaching, mentoring, training • Motivation • Feedback for superiors • Management principles • Leadership policy

14. Competence model Organisation Task needs Quality of staff selection, appraisal, promotion, … compare Human resources Staff qualification

15. Competence model • Profile : methods Professional skills Communication and social skills personality

16. Example: competence model = present = needed

17. Coaching, mentoring, training • Relatively new • Coaching for top managers • Individual assistance for leadership, social competences and management improvement • Coach qualification

18. Coaching, mentoring, training Mentoring for future promotion and widening views • Qualification and personel coaching by selected mentors • Time based work in a different field

19. Structure of HR concepts • HR Concept (i.e.: staff promotion) • Measures (i.e.: Analysis of potentials) • Tools (i.e.: assessment centre)

20. Conditions HR (checklist) • HRD must be considered as a important strategy by senior management • HRD is a leadership task which cannot be delegated • HRD must generate a benefit for the organisation and the staff • HRD is a permanent task and must not be reduced to spectacular or fashionable single actions

21. Conditions HR 2 (Checklist) • HRD must be linked with OD • All measures of HRD must be coordinated • Persons concerned must have relevant information at an early stage • Needs participation • New activities need qualification • HRD is open for all staff members

22. Principles of HR • Permanent task • With noticeable benefit for everyone involved • Management task of superiors • Supported by senior management • Package of coordinated measures • Interlinked with OD and training policy • Support all staff memebers • Tailored to the specific situation of the authority

23. Thank you for listening • Any questions?