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Human Resources Management in Periods of Major Changes

Human Resources Management in Periods of Major Changes. Experience of the State Statistical Office of the Republic of Macedonia Ms Blagica Novkovska, MSc.

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Human Resources Management in Periods of Major Changes

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  1. Human Resources Management in Periods of Major Changes Experience of the State Statistical Office of the Republic of Macedonia Ms Blagica Novkovska, MSc

  2. Managing human resources under organisational changes, changes in the budget or the statistical system or other changes; key factors and possible solutions What are the typical types of changes that affect HR management in statistical offices? • Externally • Independence of the Republic of Macedonia • EU integration processes • National laws

  3. Managing human resources under organisational changes, changes in the budget or the statistical system or other changes; key factors and possible solutions What are the typical types of changes that affect HR management in statistical offices? •   Internally • Adoption of new methodologies, standards • Acts on Organisational Structure • Different tools (Vocational Training Plan, Cost Calculation System etc.)

  4. What are the factors or issues that are special for HR management in official statistics? What are the consequences of these issues on HR management at statistical offices?

  5. Are there effective tools or methods in HR management that can be used to mitigate the risk of negative impact from changes?   • Employees position to changes: • not flexible; • not adaptable; • bureaucratic behaviour; • Motivating the employees : • job rotation in different sectors every 3-5 years; • newcomers to pass part of their work engagement in the regional offices; • description of every work position to promote autonomy and responsibility of every administrator, as well as team work; • adopt Ethical Code of Behaviour of the employees in the Office.

  6. Which tools are used in HR management for the support of changes (e.g. time controlling)? • Self – assessment -CAF • Plan for Human Resources Development • Annual Training Plan for 2008 • Survey to measure the satisfaction of the employees (October, 2007): • Developing a Cost Calculation System • Separate Department for Human Resources • In-house training • INTRANET 

  7. Difference in the profile of employees before and after major changes What are the consequences for the organisation and for the individual employee when the profile of employees does not match the needs of the statistical office? • Consequences for the organisation: • additional burden • additional costs for training • Consequences for the individual employee: • additional training • change of the post

  8. In what ways can you change the profile of employees to meet the needs of the statistical office? What are the advantages and disadvantages of the different methods (e.g. different types of training, use of incentives, recruitment policy)? ,,YOU CAN COUNT THE SEEDS IN AN APPLE, BUT YOU CAN'T COUNT THE APPLES IN A SEED'' Ken Kesey

  9. Globalization as a new challenge-new skills for a new world The kinds of skills needed to meet the challenge of earning a living in the 21st century - flexibility, adaptability, collaborativeness and problem-solving prowess - bear a one – to - one congruence with the constellation of skills and outlooks needed to engage in every other key participation opportunity related to human capacity development. Source: Critical Transitions: Human Capacity Development Across the Lifespan, Beryl Levinger

  10. Thank you for your attention!

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