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Discussant Jan Byfuglien Statistics Norway Division for human resources

Discussant Jan Byfuglien Statistics Norway Division for human resources

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Discussant Jan Byfuglien Statistics Norway Division for human resources

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  1. 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

  2. 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?

  3. 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?

  4. 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?

  5. 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?