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CAF Input for S tructural I mprovement at the Belgian N ational E mployment O ffice

CAF Input for S tructural I mprovement at the Belgian N ational E mployment O ffice. 17 November 2003 Karel Baeck, G eneral D irector - NEO. MISSION - VISION. swot analysis & scanning of the environment & risk analysis.

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CAF Input for S tructural I mprovement at the Belgian N ational E mployment O ffice

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  1. CAF Input for Structural Improvement at the Belgian National Employment Office 17 November 2003 Karel Baeck, General Director - NEO

  2. MISSION - VISION swot analysis & scanning of the environment & risk analysis priorities strategic options daily management ( management control panels ) core activities support activities cost calculation improvement projects follow-up changemanagement team CENTRAL PROJECTS LOCAL PROJECTS REPORTING TO THE MANAGING DIRECTOR & THE DECISIONMAKING AUTHORITY

  3. MISSION - VISION swot analysis & scanning of the environment & risk analysis priorities strategic options daily management ( management control panels ) core activities support activities cost calculation Improvement projects Follow up Changemanagement team CENTRAL PROJECTS LOCAL PROJECTS REPORTING TO THE MANAGING DIRECTOR & THE DECISIONMAKING AUTHORITY

  4. evaluation me a suring adjusti ng management of performance single loop • Daily management of the executing activities • based on • the results of the control panels • the scanning of the environment • the analysis of the operational risks • the swotanalysis

  5. MISSION - VISION swot analysis & scanning of the environment & risk analysis priorities strategic options daily management ( management control panels ) core activities support activities cost calculation improvement projects follow-up changemanagement team CENTRAL PROJECTS LOCAL PROJECTS REPORTING TO THE MANAGING DIRECTOR & THE DECISIONMAKING AUTHORITY

  6. MISSION - VISION swot analysis & scanning of the environment & risk analysis priorities strategic options Daily management ( management control panels ) Core activities Support activities Cost calculation improvement projects follow-up changemanagement team CENTRAL PROJECTS LOCAL PROJECTS REPORTING TO THE MANAGING DIRECTOR & THE DECISIONMAKING AUTHORITY

  7. evaluation me asuring single loop adjusting central projects &local projects management of performance coaching CMT double loop structural improvement Structural improvementbased on .. / …

  8. .. / … • the evaluation of the “single loop” • the defined strategy : strategic seminars (*) • based on • the scanning of the environment • the swotanalysis • the analysis of the strategic risks • political decisions and assigned budgets • the results of the central and the local projects • employees’ input • (*) kick-off in spring (year-1), finalisation in autumn (year-1)

  9. Follow-up of the results • control panels • datawarehousing • management information system • management cockpit = management of the performance

  10. The management of the performance … from follow-up of results to performance … and what about the performance of the management … ?

  11. Lisbon, May 2000 : one of our discoveries … the CAF Applied immediately in June, July 2000 … to evaluate our approach to “integrated management”

  12. Our scores in 2000 compared to 14 institutions 1. Leadership 2. Policy and strategy 3. Human resources management 4. External partnerships 5. Proces and change management and management of the customer/citizen orientation 6. Customer/citizen oriented results 7. Staff results 8. Impact on society 9. Key performance results

  13. ACTIONS TAKENe.g. for criterium 7 New projects within the strategic plan : • CAF7 project : survey on staff satisfaction • the development of the intranet • HRM&D project : competence profiles and function descriptions • survey on possibilities for incentives • ...

  14. Our scores in 2003 1. Leadership 2. Policy and strategy 3. Human resources management 4. External partnerships and resources 5. Proces and change management 6. Customer/citizen results 7. People results 8. Impact on society 9. Key performance results

  15. 2 x CAF ... : Lessons learned ?  Our initial target was to detect weaknesses of our management approach What did we find ? Weaknesses + strengths of our management  Discussion about risks : step towards risk analysis  Raising awareness of total management on director level : up to TQM  CAF : a tool for improvement (integrated within strategic planning)

  16. evaluation me asuring singleloop adjusting central projects &local projects management of performance coaching CMT double loop structural improvement evaluation of management => CAF - performance of management - meta loop

  17. Structural improvement based on • - the evaluation of the “single loop” • - the defined strategy (strategic seminars), • based on • the scanning of the environment • the swotanalysis • the analysis of the strategic risks • political decisions and assigned budgets • the results of the central and the local projects • employees’ input • + CAF ( most recent exercise + evolution ) • + CAF 7 – (frequently organised) survey on staff satisfaction

  18.  www.onem.be

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