Human Resources Training Policy Under Budget Cuts

1. REPUBLIC OF MACEDONIA STATE STATISTICAL OFFICE Human Resources Training Policy Under Budget Cuts Blagica Novkovska Director General, SSO

2. Presentation overview This presentation gives a quick review of: • Human Resources Development Policy in the State Statistical Office; • Human resources structure and budget changes overtime • What is going on with HRMP at annual level • In-house training; • Future key challenges

3. Human resources development Motivation of employees Maintaining of the human resources Human resources department’s scope of work HRDP established in 2008,created strong policy for induction, training and development of the staff. HRDP relies on five pillars: Coordination of work requirements of the Office with the candidates’ competences and potentials

4. Development of a mentoring system; • Preparing of an annual training programme; • Employee self-training. According to HRDP of SSO, development of human resources could be reached through:

5. Human resources structure and budget changes overtime

6. Employees by years of working experience and educational level

7. Generic Training: 1.System of the public administration and civil service 2. Administrative tasks 3. Communication 4. Human resource management 5. Project cycle management 6. Quality management 7. Policy creation 8. Financial management 9. EU-trainings 10. E-governance 11. IT skills 12. Foreign languages Specialized/Technical Training: 1. Statistical methodologies; 2. Statistical standards, classifications and nomenclatures and 3. Mathematics and statistical methods Annual Training Programme

8. In-house training has been developed and used as a tool for: • Training of staff in the areas that are not well covered by external trainings; • Increasing of knowledge of new topics that are covered by external training programmes, but could be visited by a limited number of employees from the Office; • Training in the areas of weaknesses that are targeted by some departments in the Office; • Closer internal co-operation; • Sharing of training materials and • Filling the knowledge gaps in some areas

9. Special in-house training for young SSO employees: -Macroeconomic statistics; -Business statistics; -Socio-demographic statistics; In-house training programme secures sustainability of the knowledge obtained through other forms of trainings which could be visited by a limited number of employees. Less experienced employees consider the in-house training programme as a particular opportunity to learn basic issues for statistical production and to discuss open questions and dilemmas that they have.

10. Lessons learned • Commitment to development of human resources by all managerial levels is crucial; • Harmonisation efforts are needed; • Monitoring and evaluation processes of all training activities are necessary; • Organization of a training programme in a way to reach as many employees as possible;

11. Future key challenges • Establishing a training register for registering all trainings, topics and participants by several variables; • Meet the career development expectations of the existing employees; • Improve employee commitment and retention; • Further development of the mentoring system; • Further development of the programme for new employees; • Establishing of an evaluation system for collective and individual achievements after the trainings.