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This session explores the benefits of mobility in organizations and the challenges it presents. Contributions from Poland, the Netherlands, and the UK provide insights into recruitment, transfer, and employee development programs. The session also discusses the role of managers, sustainability, and the need for a balanced approach.
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Session 8 Mobility: - Contribution from Poland: Mr. Tomazs Bialas- Contribution the Netherlands: Ms. Marleen Verbruggen- Contribution from UK: Ms. Anne Foulger Discussant Jan Byfuglien Statistics Norway Division for human resources
The Polish paper • Describes a well organized system based on clear principles for recruiting to the Civil service – of which GUS is a part. • Describes a system for transfer to deputy director within the the civil service – for instance to GUS from other parts • Questions: • Transfer only to deputy director of departement: What is the normal size and tasks of a department? • Criteria for recruitment and transfer rather general: • How are you actually able to assess criteria such as creativity and internal motivation in a systematic way? • To what extent are specific competences in a statistical offices (which are not mentioned) taken into account? Decision outside GUS! • Why internal rotation limited to deputy director – and not a general policy?
The Dutch paper • Discusses the (possible) benefits of mobility both seen from the organisational and the employee point of view • Describes some very interesting initiatives in the Knowledge and Innovation programme: • Innovation lab – some similarity with lean and agile approach, but more informal • Workshop, events – also similar to lean and agile approach • The R- and SPSS –community: Informal learning networks • The 50 + project: measures for temporary change of job • Some questions/issues: • Informal and interactive in order to succed: However, this will depend on the organizational framework and on some enthusiastic drivers. What about sustainability? • What about organizational culture: how to change attitudes in relation to mobility? • The role of managers: Does CBS managers support mobility? • Bureaucratic restrictions: In reality; how easy is it to make mobility happen given the legal constraints of public bodies and opinion of trade unions, for instance? • How is wage used as a stimulation in relation to the initiatives?
The UK contribution • The specific situation of the UK government statistical service: • Statisticians work in ONS and other government departments on various locations and it is up to the employees to be pro-active • Outlines some major benefits of mobility as well as some possible problems. • Describes some measures for developing a culture of mobility • Issues: • What is actually the level of mobility within the service? • Do you have any clear staff policy document outlining rules and expections for mobility? • To what extent are individual career plans developed? • What are the positive stimuli used for increasing mobility?
General issues • Mobility positive for the organization: • Ensures transfer of knowledge • Ensures sustainability, robustness and flexibility • Increases the ’knowledge capital’ • Builds corporate culture • Makes use of unused resources • Mobility positive for the employee: • Increases their competences and value – employability • Maintaince an interesting and challenging working environment • However: • How to make it happen in practice – given legal frameworks etc.? • ”Informal and interactive” vs. a systematic approach? • Can too high mobility decrease in-depth competences? • How to balance the needs of the individual and the organization?
