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Frame conditions and requirements to develop and implement HRM concept in a statistical office

This document outlines the framework and requirements for developing and implementing Human Resource Management (HRM) concepts within statistical offices, specifically referencing practices in Geneva as of 2010. It emphasizes the importance of HR development (HRD) and organization development (OD) in enhancing workforce motivation and efficiency amid decreasing resources. Key themes include staff promotion, team and individual development, corporate vision alignment, and the necessity of a systematic approach to HRD, highlighting the need for leadership commitment and a coordinated strategy to meet both organizational and employee needs.

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Frame conditions and requirements to develop and implement HRM concept in a statistical office

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  1. Frame conditions and requirements to develop and implement HRM concept in a statistical office Geneva 2010 Hans-Joachim Rieger

  2. HR and New Public Management Balanced Score Card: HRD Performance Controlling Effectiveness Customer orientation QM Efficiency With decreasing resources, HRD gets more important

  3. HR and OD HRD is closely connected with organisation development OD: • Promotion and development of staff • In line with employees´ requirements • Taking staff needs • Systematic process

  4. Stocktaking • 43.9 % demotivated rather than motivated Reasons: • Lack of challenges • Lack of useful activities • Lack of holistic working • Lack of pleasure in the job

  5. HRD: use of Instruments? • Staff survey: conducted, briefly discussed, hardly used • Appraisal interview: introduced, superiors trained, 60% held, 30% less than 30 min, 40% with goal agreement • Corporate vision: developed, presented, adopted, stored • Feedback to superiors: …

  6. Goals of HRD Staff needs Organisation needs

  7. Defining target areas Team development Individual development Cooperate culture development

  8. Individual development • Improving of work performance • Promoting • Development and use of competencies and potentials

  9. Team development • Development of existing teams • Development of temporary teams

  10. Cooperate culture • Leadership policy • Strategy focused

  11. Examples: Measures and tools • Competence model • Goal agreement • Team development, teamwork • Gender mainstream • Staff development interview • Training control • Introduction of new staff members • Health at work • Promotion • Improving flexibility and mobility • Corporate vision • Staff appraisal, performance management

  12. HR Measures and tools (2) • Staff selection and recruitment • Project work • Hospitation • Job rotation • Job enrichment • Job enlargement • Staff survey • Development of potentials • Working time models • Mobbing prevention

  13. HR Measures and tools (3) • Promotion of disadvantaged • Advanced training • Coaching, mentoring, training • Motivation • Feedback for superiors • Management principles • Leadership policy

  14. Competence model Organisation Task needs Quality of staff selection, appraisal, promotion, … compare Human resources Staff qualification

  15. Competence model • Profile : methods Professional skills Communication and social skills personality

  16. Example: competence model = present = needed

  17. Coaching, mentoring, training • Relatively new • Coaching for top managers • Individual assistance for leadership, social competences and management improvement • Coach qualification

  18. Coaching, mentoring, training Mentoring for future promotion and widening views • Qualification and personel coaching by selected mentors • Time based work in a different field

  19. Structure of HR concepts • HR Concept (i.e.: staff promotion) • Measures (i.e.: Analysis of potentials) • Tools (i.e.: assessment centre)

  20. Conditions HR (checklist) • HRD must be considered as a important strategy by senior management • HRD is a leadership task which cannot be delegated • HRD must generate a benefit for the organisation and the staff • HRD is a permanent task and must not be reduced to spectacular or fashionable single actions

  21. Conditions HR 2 (Checklist) • HRD must be linked with OD • All measures of HRD must be coordinated • Persons concerned must have relevant information at an early stage • Needs participation • New activities need qualification • HRD is open for all staff members

  22. Principles of HR • Permanent task • With noticeable benefit for everyone involved • Management task of superiors • Supported by senior management • Package of coordinated measures • Interlinked with OD and training policy • Support all staff memebers • Tailored to the specific situation of the authority

  23. Thank you for listening • Any questions?

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