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Central Government Reforms and Strategic HR in NL

Central Government Reforms and Strategic HR in NL. Herma Kuperus BZK/DGOBR/OPR. DG meeting EUPAN Dublin, 13 June 2013. Central PA in NL. App. 109.000 fte = 117.000 employees (civil servants) 10 Ministries (excl. Ministry of Defence) with > 40 Agencies

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Central Government Reforms and Strategic HR in NL

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  1. Central Government Reforms and Strategic HR in NL Herma Kuperus BZK/DGOBR/OPR DG meeting EUPAN Dublin, 13 June 2013

  2. Central PA in NL • App. 109.000 fte = 117.000 employees (civil servants) • 10 Ministries (excl. Ministry of Defence) with > 40 Agencies • 1 collective labour agreement (Ministry of Interior coordinates) • Ministries are responsible for own ICT, HRM & operational management • Ministry of Interior responsible for interdepartmental coordination and harmonisation, general policies for PA BZK/OPR/HKU/June 2013

  3. Overview • Central Government Reforms in NL • Organisation of HR within central public administration (PA) • Challenge to develop a shared HR strategy 2020 • How we did it: the process • What came out: the content • Lessons learned • How to become a (better) strategic partner BZK/OPR/HKU/June 2013

  4. Reform Process in NL History De-centralisation of HRM tasks in the eighties: private market concept From supply-driven to demand-driven: customer orientation Re-centralisation since 2000: economy of scale, efficiency, flexibility, quality, reduce duplication of processes, harmonisation of conditions Building Shared Services Organisations for all ministries & agencies • Cost reduction in operations management  Programme: Renewal of central government (2006 – 2010) 1980 1990 2000 2010 BZK/OPR/HKU/June 2013

  5. Recent reform in NL (1) • Multiple demands in times of crises: Fast & transparent - Reliable & incorruptible Flexible & inexpensive - Secure & solid Efficient & effective - Professional & responsive Mean & lean - Careful & fair Analyses of operational management: - Fragmentation of the organisation of central PA - Inefficiency: lack of standards, duplication, waste , .... - No coherence between different fields of operations (HR policy, IT, buildings, procurement, facility management, ....)  Compact Central Government/CRD (2011–2015):Cooperation, Harmonisation & standardisation, Bundling & de-duplication, Recycling BZK/OPR/HKU/June 2013

  6. Compact Central Government Programme (2011 – 2015) B. Agglomeratedoperationalmanagemment in The Hague • Central Government-wideinfrastructure A single (administrative) government employer Pooled HR services in HR shared services Agglomeration of government office locations: 130  60 locations IT infrastructure: 60  5 data centres Reduce the number of central government procurement points A single facilities management service provider A single IT provider Organisation of procurement One support services provider for international positions C. De-duplication in Inspection and implementation : clustering 14. Government inspections/ inspectorates on physical protection of companies 15. Watchdog non-financial markets Fine collection services Back office subsidies Income transfers Real Estate BZK/OPR/HKU/June 2013

  7. Recent reform in NL (2) • Coalition Agreement Cabinet Rutte I/II • Rutte I: 1.8 billion savings on central PA organisation (2016) • Rutte II: 1.1 billion savings extra on central PA organisation (2018) • In total: reduction of 20% in budget and of 10% in employees (2010-2018) •  Continuing CRD and expanding to policy making, implementation and inspection •  Reform agenda & Strategic HR policy for central PA(2013 - 2018) • Minister for Housing and Central Government Reform is overall responsible • Central role for Secretaries-General of Ministries • Reporting on basis of: • Peer reviews • Twice a year to Council of Ministers • Once a year to Parliament (Annual report on operational management) 2016 2011 2018 BZK/OPR/HKU/June 2013

  8. Reform Agenda central PA (2013 – 2018) Serving, accurate and cost effective Intensifying Compact Central Government: SSO’s for all OM;  one organisation Efficient maintenance, use and management of less & shared governmental buildings Quicker implementation of base registrations: less administrative burdens & fraud Independent bodies join the Shared Services and operational management of central government New, more efficient governance and sourcing model: standardised & central budget Inspections/watchdogs: less and bundling HRM, IT, buildings;  one inspection Advisory boards/organisations: merging & bundling, less, better use of advices Policy making: increase flexibility & invest in quality of civil servants, less burocracy Central Government digital in 2017 for services to citizens and for employees BZK/OPR/HKU/June 2013

  9. Ministry Ministry Ministry Ministry Flexible policy Policy Policy Policy Policy units department department department department Executive Executive Executive Executive Clusters of organisations organisations organisations organisations similar processes or target groups Inspectorates Inspectorates Inspectorates Inspectorates Central PA Operational Operational Operational Operational wide Management Management Management Management infrastructure Shift in Approach Departmental approach ‘Kind of work’ approach  Also in HR function and Strategic HR policy 2020 BZK/OPR/HKU/June 2013

  10. HR function Innovation- centre =HR units of Ministries/Agencies + central PA = 4 SSC HRM/Expertise Centres HRM-Strategy, Policy & Advice =1 SSCHRM/ P-direkt Backoffice 2 HRM-executive tasks (Hire-to-retire) HRM Mana- gement Infor- mation HRMCusto- mer self Service ESS MSS Front office Competence centre Backoffice 1 Supporting HRM-tasks (Expertise) BZK/OPR/HKU/June 2013 HRM-basic administrations & Salary pay

  11. The challenge as employer Economic downturn and restructuring; unclear and unsecure future Increasing general unemployment (7,5 %; 15 % for youth) Flexible, but dual labour market Good performing central PA (OECD and SCP studies) Continues reform process in central PA since decades Continues financial cuts  reduction of employees in central PA New cabinet: reform, new cuts and other ambitions until end of 2018/20 (more positions on lower level, more handicapped employees, more women in high positions) Challenge: How to solve current problems and at the same time prevent future ones How to invest in sustainability, quality and flexibility in times of budget cuts How to combine short term restrictions with long term needs BZK/OPR/HKU/June 2013

  12. Strategic HR: HR Strategy 2020 STRATEGIC HR Positions Employees Scenarios of external trends Surplus of people,vacancies Existing Current Analysis of • labour market development • in NL & EU Workforce planning Dynamics In/through/out Consequences for tasks, role and position Scenarios • Organisation • & Personnel Gaps Needed • :Forecasted VISION VISION StrategicAgenda HR & Organisation HR STRATEGY 2020 BZK/OPR/HKU/June 2013

  13. Process • To do workforce planning (WP) • Formulated as two year project • Started end of 2010 • Central project leader/chair • With HR/WP experts of ministries • External expert for a common model • Exchange of experiences • Ways of doing the work (technical) and putting on the agenda • Regular meetings over the year BZK/OPR/HKU/June 2013

  14. Content: Impression of HR Strategy 2020 Variation Organisation Variation Employees Security Security Freedom Freedom Selection Specialisation) Selection (Specialisation) BZK/OPR/HKU/June 2013

  15. Is this needed? Ageing workforce Complexity & plurality of society Tension between short - long time Dynamics in workforce IT and e-Gov Composition and size of labour force will change Changing SD & ‘Poldermodel’ Internationalisation Decrease central PA The only security is no security at all and permanent change Blurring boarders between organisations, sectors & countries Qualitative shortages (anti cyclical) anticipate & invest in adaptability, flexibility and quality BZK/OPR/HKU/June 2013

  16. How are we going to do so? Labour market Organisation Steering & Leadership Labour relations and -conditions Employees BZK/OPR/HKU/June 2013

  17. Organisation Increase adaptability/flexibility . . . • Implementation of CRD/Reform programme • Time-, place- and equipment independent working is normal • Organic restructuring: permanent increase of productivity & efficiency • Harmonisation & modernisation . . . and strengthen quality • Top influence in knowledge and relationships • Knowledge development and transfer in chains and networks •  Differences between types of work BZK/OPR/HKU/June 2013

  18. Organisation Differences between types of work BZK/OPR/HKU/June 2013

  19. Employees Strengthen quality …… • Using talent of all in a complementary way • Up to date knowledge is base • Learning & development is obligatory: lifelong & license to operate • Dialogue between employee and manager is crucial • Own responsibility for vitality & sustainable employability for internal and external labour market BZK/OPR/HKU/June 2013

  20. Employees • Regular change of position/team: three phase model (e.g. 3-5-7 years) • Variation in appointment conditions and/or combination of contracts possible: new balances flexibility & security • Employer and employee invest in permanent development and vitality • Yearly judgement on functioning ánd sustainable employability for each employee • Self confidence and proud will increase position and image on the labour market Increase adaptability/flexibility  From job to work security BZK/OPR/HKU/June 2013

  21. Steering & Leadership • Based on (5R) • Giving direction • Giving space • Delivering results • Accountability • In Relationship: dialogue between manager and employee dialogue between several institutions • Managing/using diversity and complementary of employees • Leadership: common profile, values and development programme  increase quality of managers BZK/OPR/HKU/June 2013

  22. Labour market Increase adaptability/flexibility • HR policy for all kind of employees (including fixed, flexible contracts) • Not only permanent or temporary contracts but a whole range of contract forms • Normalisation civil service status: eliminate obstacles for exchange with private sector • From work to work: transparency and open labour market • Anticipate on changes to make (temporary) fit demand - supply: anti cyclicrecruitment • Using diversity of labour supply also in Europe and worldwide • Societal responsible employer ship: role model of governmental policy • Compete on work content, sustainable employability, variation in employment contracts and individual budgets BZK/OPR/HKU/June 2013

  23. Labour relations Modernisation of labour contracts, -relations and- conditions • Labour conditions: • Basics • Individual budget with options to choose • Partly specific conditions related to the type of work • Decrease of generic conditions for specific situations or target groups • Collective agreements prepared with also consultation of all employees • Three phase model (e.g. 3-5-7 years) in charge for everybody • Different types of labour contracts and combinations possible • Development of rewarding in line with other public sectors and private market • Agreement until 1-1-2016: job to job mobility instead of dismissal by reorganisation – no last in first out in general but in age cohorts BZK/OPR/HKU/June 2013

  24. Summary HR Strategy 2020 Towards a sustainable central public administration in NL • To be an attractive and societal responsible employer investment in people is crucial. • Influence on top level makes knowledge most important in content and in relationships. • To secure a competent & divers workforce in the future, anti cyclic recruitment is needed • Lifelong learning & development is obligatory for management and employees. • Sustainable employability on the labour market will increase adaptability & flexibility • Regular mobility within networksand chains is a start to make it normal for everybody • Modernisation of labour contracts, -relations and –conditions is needed for future • Harmonisation if possible and differentiation (e.g. types of work) where needed • Needs other way of steering and leadership on all management levels  From job security to work security BZK/OPR/HKU/June 2013

  25. Lessons learned Involve from the beginning the top level /SG’s for guidance and commitment Use strategic experts in the core business of the ministries Bring senior management HR, top management and strategic experts together and help them understand each others language and point of view Be very clear where and when you need a process or a project: workforce planning, started as a project with HR experts, failed to formulate a HR strategy. A broaden process was needed to do so and to raise urgency for workforce planning Don’t put effort in making nice books with scenario’s, visions and dreams but invest in a flexible, adaptable presentation as a living document to be used by everybody and easily adjusted to new situations Make a shared strategic agenda for short and long term, formulate projects/programmes to implement and let different stakeholders take over responsibility for common results HR strategy should be linked to the core business and other parts of operational management (integrated approach) BZK/OPR/HKU/June 2013

  26. To become a (better) strategic partner Know and understand the core business + critical performance indicators Be able to analyse quantitative and qualitative information in order to forecast and point out risks, problems, alternatives for short and long term (evidence based) Indicate the consequences for core business and organisation, also in financial terms Translate changes in the environment of the organisation, specifically in the field of core business and labour market: for example the impact of technology development on numbers of employees, skills, competences needed or on organisational structures & BPR Be able to work in interdisciplinary settings with other stakeholders (e.g. business process, financials, IT, housing, general strategy units) Speak and understand the - more economic - ‘language’ of general Top managers Be pro-active, creative and able to show the added value of the HR and Organisational expertise BZK/OPR/HKU/June 2013

  27. Important enablers The centralisation of HR administration and HR expertise in shared services Exchange of employees between HR and primary process of the ministries Skills and knowledge of the HR unit, especially of the senior HR managers, that enables them to discuss and design strategic issues on board level and to develop organisational and HR strategy in relation to the core business of the organisation The strategic and HR abilities of the general top managers (DG’s and directors) in the ministries Competence profiles and recruitment in line with above mentioned skills; promote exchanges Urgency/pressure to be creative, innovate and develop strategies in difficult times BZK/OPR/HKU/June 2013

  28. Thank you for your attention! Questions? For further information please contact: herma.kuperus@minbzk.nl BZK/OPR/HKU/June 2013 28

  29. Attachments 29 BZK/OPR/HKU/June 2013

  30. More older civil servants will retire • Exit to pension between 2011 and 2020: • based on pension agreement 19.419 = 16,3% • based on spring agreement 18.418 = 15,5% • based on autumn agreement 16.886 = 14,2% 30 BZK/OPR/HKU/June 2013

  31. Less young civil servants Scenario: in 2013 extra recruitment of 390 employees between 19 - 30 years, with the pattern of 2011. Effect: 0,2 %-punt more 31 31 31 BZK/OPR/HKU/June 2013

  32. Age of civil servants 2001 - 2020 BZK/OPR/HKU/June 2013

  33. Dynamics in workforce Exit to Pension Exit in total • Targets for reduction defined until 2018: less positions in central PA • Age related exit is slowly increasing • Other exit restricted because of labour market situation  Less space for new recruitment  Qualitative mismatches and shortages 33 33 33 BZK/OPR/HKU/June 2013

  34. Composition of labour force changes Comparison of NL and central PA in 2010 en 2020 34 BZK/OPR/HKU/June 2013

  35. Composition of NL labour force changes more ‘ not-westernimmigrants’ . . . . . and more women 35 BZK/OPR/HKU/June 2013

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