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Ineke van der Stoel & Wouter Jan van Muiswinkel Statistics Netherlands

Strategic personnel planning in Statistics Netherlands Workshop on Human Resources Management & Training Budapest, 5-7 september 2012. Ineke van der Stoel & Wouter Jan van Muiswinkel Statistics Netherlands. Content of presentation. Introduction Drafting a strategic personnel plan

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Ineke van der Stoel & Wouter Jan van Muiswinkel Statistics Netherlands

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  1. Strategic personnel planning inStatistics NetherlandsWorkshop on Human Resources Management & Training Budapest, 5-7 september 2012 Ineke van der Stoel & Wouter Jan van Muiswinkel Statistics Netherlands

  2. Content of presentation • Introduction • Drafting a strategic personnel plan • Recommendations

  3. Introduction Goals of the workshop: • Exchange experiences • Develop good practices on HRM&T Pyramid to illustrate levels in development • Earlier paper on ‘Contemporary issues on HRM&T in NSI’s’ Strategic Personnel Planning in Statistics Netherlands

  4. Pyramid to illustrate levels of development 4

  5. Strategic Personnel Planning (SPP) ‘06-’12 • Reasons for drafting • Applied methods • Results of the working process • Conclusions • Projects that resulted from the SPP 5

  6. 1. Reasons for drafting • Risk analysis by external research bureau • Vacancies could not be filled • Few new income in previous years 2003-2005 • Strategic risk: availability of personnel and management • Ageing of personnel 6

  7. 2. Applied methods Step 1 Analysis of future needs; quantitative & qualitative personnel file Step 2 Mapping development need, ability and readiness at the individual level • Step 3 • Scenario planning: • development of personnelcosts • qualitative & quantitativepersonnel file based on in- through-, andoutflow Analysis Step 4 Make choices on the basis of analysis and scenario planning Making choices • Step 5 • Formal conversation in organisation: • A: about the development of employees • B: or when development is no option • adapt the organisation to the employees • or the employees have to leave the organisation Action KPMG Business Advisory Services B.V. 7

  8. 2. Applied methods • Trend estimate based on historical facts • Qualitative analysis on future developments • Inventory of the labour market developments • Interviews with representatives from other organisations • Formulation of a programme of concrete HR-projects 8

  9. 3. Results of the working process Analysis of in- and outflow 2000-2005 Development age distribution 9

  10. 3. Results of the working process Analysis of in- and outflow 2000-2005 Development age distribution 10

  11. 3. Results of the working process Based on the outcome of the analysis we developed a calculation model in Access to calculate the statistical probability of in- and outflow of employees • 460 vacancies (75 per year) at BSc, Msc, PhD • Surplus of lower educated employees • Great need for management 11

  12. 3. Results of the working process Development of the labour market Studies of : • the Netherlands Bureau for Economic Policy Analysis (CPB) • The research Centre for Education and the Labour Market (ROA) 12

  13. Enumerate the necessary quality imago ‘Staff assessment Enough staff Sufficient quality In the right place In-flow Out-flow Internal Mobility 1) Effective recruitment and labour market communication 4) Develop training policies 5) Investigate Pooling concept 6) Develop policy for 'attract and retain' 7) Strengthen performance management 8) Revitalize MD trajectory incl. careerpaths 3) Investigate inflow other countries 9) Develop mobility policy 10) Develop policy conscious outflow 11) Develop knowledge management 4. Conclusions 2) Examine competitiveness renumeration 13

  14. 5. Projects that resulted from the SPP • Effective recruitment and labour market communication • Assessment of staff • Enumeration of the necessary quality • Research on pool concept income foreign countries • Development en implementation of training policies flow policies 14

  15. 5. Projects that resulted from the SPP • Knowledge management • Performance management • Revitalisation of management development programme • Career paths 15

  16. Recent developments • Update of the SPP • Budget cuts uncertain -> consequences for primary process? • Ongoing crisis -> inpredictable labour market • Need to develop a new long-term statistical programme • Discussion on increasing the age of retirement • Shift in focus for HR (outflow -> inflow) 16

  17. Recommendations Is there a need? Do you have stakeholders in the top management Select a good team with different skills Historical data essential for good probability forecasts Qualitative analysis – gap analysis Present the whole, but also the smaller steps Review every few years 17

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