Frame conditions and requirements to develop and implement

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

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

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

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

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: …

Goals of HRD Staff needs Organisation needs

Defining target areas Team development Individual development Cooperate culture development

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

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

Cooperate culture • Leadership policy • Strategy focused

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

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

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

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

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

Example: competence model = needed Strategic thinking creativity Techniques of goal agreement Administrative law = present

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

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

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

Conditions HR (checklist) 1. HRD must be considered as a important strategy by senior management 2. HRD is a leadership task which cannot be delegated 3. HRD must generate a benefit for the organisation and the staff 4. HRD is a permanent task and must not be reduced to spectacular or fashionable single actions

Conditions HR 2 (Checklist) 5. HRD must be linked with OD 6. All measures of HRD must be coordinated 7. Persons concerned must have relevant information at an early stage 8. Needs participation 9. New activities need qualification 10. HRD is open for all staff members

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

Thank you for listening • Any questions?