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Modernizing Statistical Production: Managing Organizational Change & Human Resources

Explore challenges in rethinking statistical products, processes, and strategies to adapt to a changing world and embrace new data sources. Learn about the role of top management in driving change, strategic partnerships, and the need for new skills in statistical production.

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Modernizing Statistical Production: Managing Organizational Change & Human Resources

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  1. Challenges in Modernizing Statistical Production Managing the Organizational Change and Human Resource Implications Irena Krizman Director-General SURS member of the HLG-BAS

  2. Content of the presentation • High Level Group on Business Architecture in Statistics (HLG-BAS). • Managing organisational change andhuman resource implications • Slovenian case. • Closing thoughts Workshop on HRM and Training, Budapest, 5-7 September 2012

  3. Background - HLG-BAS • HLG-BAS established in 2010 by CES Bureau • Membership: Heads of NSOs and Senior Managers from Ios • Mission: “to direct and guide strategic developments in ways official statistics are produced” Workshop on HRM and Training, Budapest, 5-7 September 2012

  4. Drivers – the product challenge • The world is changing • “Official” statistics are no longer the only source of data - other parties are now making statistics • Current methods are outdated – public impatience • In the information society we now have an abundance of data from many other sources • A radical re-think of statistical products is needed Workshop on HRM and Training, Budapest, 5-7 September 2012

  5. Drivers – the process challenge • We need: • more & quicker statistics • to be more flexible & agile • to move away from expensive, tailored solutions • process harmonisation • to share & collaborate • Top management is driving the change! Workshop on HRM and Training, Budapest, 5-7 September 2012

  6. The Vision - Products • Official statistics need to stay relevant • New and better products & services • Products should shift from a national towards a global perspective • Production methods - different & better processes, lower costs, more collaboration • Products should leverage data sources already in society Workshop on HRM and Training, Budapest, 5-7 September 2012

  7. The Vision - Processes • Production should be based on common & standardised processes • Industrialisation of statistics production Workshop on HRM and Training, Budapest, 5-7 September 2012

  8. The strategy – i.improve existing processes • Improve processes to free up resources for the new developments • Harmonise based on international standards such as the Generic Statistical Business Process Model (GSBPM) and the Generic Statistical Information Model (GSIM) • Align methods and technology • implement standards (SDMX, DDI, etc.) • Create GSBPM and GSIM plug-and-play architecture Workshop on HRM and Training, Budapest, 5-7 September 2012

  9. The strategy – ii. Component-based architectures • Design products as assemblies or frameworks using components. • This way official statistics outputs can be rich, yet easy to produce. • Pilot projects will be started to explore this possibility. Workshop on HRM and Training, Budapest, 5-7 September 2012

  10. The strategy – iii. Research new products • Produce new products using the vast amounts of data becoming available • Provide better measurements of new aspects of society, such as e-commerce and globalisation. Workshop on HRM and Training, Budapest, 5-7 September 2012

  11. The strategy – iv. Priorities • Maintain a yearly list of key priorities and timeframes assigned to appropriate expert groups. • Annual workshop with all expert group leaders will make sure progress is made and support is maintained. Workshop on HRM and Training, Budapest, 5-7 September 2012

  12. Need for focused and well coordinated work of different expert groups Workshop on HRM and Training, Budapest, 5-7 September 2012

  13. Managing organisational change and Human resource implications Workshop on HRM and Training, Budapest, 5-7 September 2012

  14. The role of top management in driving the change • Leadership support of the vision and strategy • Communication and building the culture and need for change • Priority setting and resource allocation • Promoting the use of agreed standards • Setting the HRM vision and strategy as an integral part of the long term business strategy • Organising new employee skills to meet the challenges • Adapting the organisation to the „lean“ concept • Intensify the strategic partnerships Workshop on HRM and Training, Budapest, 5-7 September 2012

  15. Strategic partnerships • With other national and international statistical organisations • With third parties in the information society (instead of trying to compete with them) Questions: • Do national Business and HRM strategies follow the HLG-BAS vision and strategy? • How is HLG-BAS work communicated within and outside official statistics? • What could be the role of third parties in executing the strategy and how to attract them to cooperate? Workshop on HRM and Training, Budapest, 5-7 September 2012

  16. New skills will be needed in the future • Request for higher qualification levels • New occupations such as information architects, „big data“ miners, information market analysts • New skills:increased need for leadership, multi-area expertisein assessing and communicating user needs, managerial skills like leaning the processes, estimate the new sources such as big data, communicate the products and services and cooperate with other organisations in the information industry • Do NSO‘s have forward looking HRM strategies and policies? • What is the level of knowledge in NSO‘s managerial staff (leadership and managerial positions)? • How to improve the governance of NSO‘s? Workshop on HRM and Training, Budapest, 5-7 September 2012

  17. New ways of working and challenges with that • Project and team work • New cooperation modes inside the statistical community and with relevant stakeholders • Validation, endorsement, confirmation of the results • Maintenance and support of new developments • Strategies to keep all stakeholders informed, engaged and encouraged; maintain collaborations • User support of common developed solutions • Users become a part of statistical production • Practical business process use cases for reference and validation purposes • Change driving coalitions, sharing experiences and good practices • Small groups with clear mandate, openness to associate external partners, cloud services • Develop the process which needs to be followed in international cooperation • Legal and organisational issues • Sharing the information within statistical organisations but also maintaining interests • Recommendation of the Sharing Advisory Board • Creating pull environment • Agreement on the plan of concrete use cases Workshop on HRM and Training, Budapest, 5-7 September 2012

  18. Slovenian CASE Workshop on HRM and Training, Budapest, 5-7 September 2012

  19. Slovenian case (I) • SURS has 360 staff members, • around 80% of the budget for the staff(wages, internal and external training, participation in the ESS and international activities). People are the most important asset. • Too small to build „stove pipes“, but still standardisation is an ongoing challenge. • Process oriented - a long history of single data collection (input) division. • In recent years we have developed project and team work (list of projects based on long term strategy and rules of procedure for project work, exchange the good practices). Workshop on HRM and Training, Budapest, 5-7 September 2012

  20. Slovenian case (II) • Cooperation between subject matter statisticians, IT, data collection division staff, general methodologists and data disseminators and communicators is organised and strongly requested. • Training (internal, external), sharing of good practices and active partnership in the ESS and in international cooperation have an important role in developing SURS‘s competence base. • Strong leadership support for intensive cooperation and communication at all levels in SURS and with all stakeholders nationally and internationally. • SURS has built a long term (2012-2017) Strategy on HRM. Workshop on HRM and Training, Budapest, 5-7 September 2012

  21. HRM priorities from SURS‘s long term strategy 2013-2017 Vision: Highly skilled, well organised and motivated employees • Project work is highly recommended for development work and major survey revisions. Avoidance of complex projects and work in small groups are requested. • Reducing the number of organisational units and greater professionalization of their heads (leadership and management skills). • Improving the educational level of employees with regular and internal training and professional career guidance and development of new occupational profiles. • Cooperation with the academic community. Workshop on HRM and Training, Budapest, 5-7 September 2012

  22. HRM priorities from SURS‘s long term strategy 2013-2017 Vision: Highly skilled, well organised and motivated employees • New technologies and the reduction of resources will cause the number of employees to drop. • Strengthening cooperation between individual profiles in the entire process of implementing the statistical survey. • Cooperation within the ESS and international projects will remain an important element for motivating and training of employees. Workshop on HRM and Training, Budapest, 5-7 September 2012

  23. Closing thoughts 3 Key Points Statistical organisations must be flexible to adapt to new circumstances if they want to keep their relevance • We need the RIGHT PEOPLE with the RIGHT SKILLS in theRIGHT ORGANISATIONAL ENVIRONMENT • Human resources and training are an essential part of the long-term strategy for any NSO Workshop on HRM and Training, Budapest, 5-7 September 2012

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