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

statistical office

Geneva 2010Hans-Joachim Rieger

HR and New Public Management

Balanced Score Card:

HRD

PerformanceControllingEffectiveness

Customer orientationQM

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 Organisationneeds

Defining target areas

Individual development

Team 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 Task needs

Human resources Staff qualification

Quality of staff selection,

appraisal, promotion, … compare

Competence model

• Profile:

Professional skills methods

personalityCommunication and social skills

Example: competence model

Strategic thinking

creativity

Techniques of goal agreement

Administrative law

= needed = 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 OD6. All measures of HRD must be

coordinated7. Persons concerned must have relevant

information at an early stage8. Needs participation9. New activities need qualification10.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?