Transcript Workshop on Human Resources Management & Training

Strategic personnel planning in
Statistics Netherlands
Workshop on Human Resources Management & Training
Budapest, 5-7 september 2012
Ineke van der Stoel & Wouter Jan van Muiswinkel
Statistics Netherlands
Content of presentation
1. Introduction
2. Drafting a strategic personnel plan
3. Recommendations
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Introduction
Goals of the workshop:
•
•
Exchange experiences
Develop good practices on HRM&T
Pyramid to illustrate levels in development
•
Earlier paper on ‘Contemporary issues on HRM&T in NSI’s’
Strategic Personnel Planning in Statistics Netherlands
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Pyramid to illustrate levels of development
Strategic Personnel Planning
Know ledge management
Pro-active
Strategic
Strategic
HRM & T
Policy-based HRM&T
- Mobility
- ManagementDevelopment
-Training current & next job
Tactical
Active
Instrument-based HRM & Training:
- Working contract – feedback - evaluation –
- Training on excellence in Current job
Administrative HRM:  Mutual work relations
- Administrative HRM-system
- Employee rights - w ork conditions - attractive employer
- Secondary terms of employment (holidays, extra’s etc.)
- Training on basic issues
Operational
-
De
Basic HRM:
- Primary terms of employment: Employer sets rules/ duties for employees
Re-active
- Collective Bargaining Arrangement betw een employer and unions/ social plans
(w orking hours rest times)
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Strategic Personnel Planning (SPP) ‘06-’12
1.
2.
3.
4.
5.
Reasons for drafting
Applied methods
Results of the working process
Conclusions
Projects that resulted from the SPP
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1. Reasons for drafting
a)
b)
c)
d)
Risk analysis by external research bureau
Vacancies could not be filled
Few new income in previous years 2003-2005
Strategic risk: availability of personnel and
management
e) Ageing of personnel
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2. Applied methods
Analysis
Step 1
Step 2
Step 3
Analysis of future
needs; quantitative &
qualitative personnel
file
Mapping
development need,
ability and readiness
at the individual level
Scenario planning:
- development of personnel costs
- qualitative & quantitative personnel
file based on in- through-, and
outflow
Making choices
Step 4
Make choices on the basis of analysis and
scenario planning
Step 5
Action
Formal conversation in organisation:
A: about the development of employees
B: or when development is no option
- adapt the organisation to the employees
- or the employees have to leave the organisation
KPMG Business Advisory Services B.V.
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2. Applied methods
a)
b)
c)
d)
Trend estimate based on historical facts
Qualitative analysis on future developments
Inventory of the labour market developments
Interviews with representatives from other
organisations
e) Formulation of a programme of concrete HRprojects
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3. Results of the working process
Analysis of in- and outflow 2000-2005
Development age distribution
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3. Results of the working process
Analysis of in- and outflow 2000-2005
Development age distribution
70
60
E
m
p
l
o
y
e
e
s
50
40
30
20
10
0
21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65
Age
Year 2000
Year 2005
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3. Results of the working process
Based on the outcome of the analysis we
developed a calculation model in Access to
calculate the statistical probability of in- and
outflow of employees
- 460 vacancies (75 per year) at BSc, Msc, PhD
- Surplus of lower educated employees
- Great need for management
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3. Results of the working process
Development of the labour market
Studies of :
- the Netherlands Bureau for Economic Policy
Analysis (CPB)
- The research Centre for Education and the
Labour Market (ROA)
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4. Conclusions
Enumerate the necessary
quality
‘Staff assessment
Enough staff
Sufficient quality
In the right place
In-flow
1) Effective recruitment and labour market
communication
Out-flow
Internal Mobility
4) Develop training policies
5) Investigate Pooling concept
imago
2) Examine
competitiveness
renumeration
6) Develop policy for 'attract and retain'
7) Strengthen performance management
3) Investigate inflow other countries
8) Revitalize MD trajectory incl. career paths
9) Develop mobility policy
10) Develop policy conscious outflow
11) Develop knowledge management
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5. Projects that resulted from the SPP
 Effective recruitment and labour market
communication
 Assessment of staff
 Enumeration of the necessary quality
 Research on
pool concept
income foreign countries
 Development en implementation of
training policies
flow policies
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5. Projects that resulted from the SPP
 Knowledge management
 Performance management
 Revitalisation of management development
programme
 Career paths
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Recent developments
a) Update of the SPP
b) Budget cuts uncertain -> consequences for
primary process?
c) Ongoing crisis -> inpredictable labour market
d) Need to develop a new long-term statistical
programme
e) Discussion on increasing the age of retirement
f) Shift in focus for HR (outflow -> inflow)
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Recommendations
a)
b)
c)
d)
Is there a need?
Do you have stakeholders in the top management
Select a good team with different skills
Historical data essential for good probability
forecasts
e) Qualitative analysis – gap analysis
f) Present the whole, but also the smaller steps
g) Review every few years
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