Improvement of personnel policies in Statistics Estonia and lessons learned Remi Prual Statistics...

Improvement of personnel policies in StatisticsEstonia and lessons learnedRemi Prual

Statistics Estonia

Quality Manager

04.05.2010

Improvement of personnel policies in Statistics Estonia and lessons learned04.05.2010

Contents

Definition Motives Suggestions Strategy 2003-2007

Employee satisfaction survey 2006 EFQM self-assessment 2007

Strategy 2008-2011 Employee satisfaction survey 2008 EFQM self-assessment 2009 Employee satisfaction survey 2010.


Data about the Presenter

Name Remi Prual

Education BA in Information Sciences MA in Information Management

Work in Statistics Estonia 2 years in Marketing and Dissemination Department 4.5 years as Quality Manager

Previous work experience data systems, data collection, data analysis, etc.


Personnel policy (definition)

answers.com (April-May 2010): A set of rules that define the manner in which

an organisation deals with human resources. A personnel policy should reflect good practice,

be written down, be communicated across the organisation, and should adapt to changing circumstances.


Motives

Organisation may work well daily, but …

desicions made on personnel issues may vary,

because principles are not written down.

To ensure, that desicions and manners are consistent and employees are treated equally.


Suggestions

Quality Declaration of the European Statistical System (ESS) 2001 declares:

To attract and keep competent staff, it is vital to satisfy staff needs. The ESS members should treat their employees as the key resources they are.

Personnel policies are key elements in the TQM models incl. in the EFQM Excellence Model

used by Statistics Estonia since 2007.


PDStrategy 2003-2007

Need for a personnel policy based on opinions and experience as well as on suggestions from Eurostat.

Objective: professional and motivated staff. Indicator: to implement policy by the end of

2004. A few important parts were systematically developed

and implemented in 2003-2005: training principles; performance & development dialogues.

These principles have been revised later.


CAStrategy 2003-2007

Employee satisfaction survey 2006 Improvement areas were clarified and

development directions were clearly mandated by the staff.

Main improvement areas: organisational culture and work

environment; employee recognition; work processes.



Plans were laid down for 2006-2007: assessment of work positions; rearrangement of the salary system; performance & development dialogues to

be held with 80% of employees. EFQM self-assessment 2007

Above-mentioned improvement areas and needs for development were identified again.

6 important improvement actions were selected.

Priorities 4-6 (1-3 were related to planning).


Assessment of work positions

A special working group assessed all work positions in our institution (~150 positions / 450 employees) against the same model considering the following 7 criteria:

Education Professional experience Work adjustments Need for intellectual power Extent of management or collaboration Responsibility for processes Effect of desicions.


Rearrangement of the salary system

10 salary classes Based on the results (number of points) of work

position assessments. Detailed description of common needs for

education, experience, responsibilities, etc., within each salary class.

Principles of incentive pay based on work results incl. planning activities, objectives and

assessment (on an annual basis).



Plans clarified and carried out in 2006-2007: assessment of work positions; rearrangement of the salary system; performance & development dialogues

with 80% of employees. EFQM self-assessment 2007

Above-mentioned improvement areas and needs for development were identified again.


Priorities 4-6 (1-3 were related to planning).



The following objectives were added to the 2008-2011 Strategy:

increase the share of generalists in statistics; develop the department-driven organisational

culture into the institution-driven one; create a modern work environment

improvement of the work environment.


CAStrategy 2008-2011

Employee satisfaction survey 2008 Main improvement areas:

similar to those specified in 2006. EFQM self-assessment 2009


Priorities 1-3 implementation of activity-based costing; implementation of the career

management system; development of general personnel policy.



Plans were made and activities carried out in 2009 in the framework of the EFQM C2E project.

Implementation of the ABC model: all employees report their working hours; hours are linked to subprocesses and

salaries. Development of the career management

system: conformation programmes for novices; career paths and programmes.

General personnel policy development.


PDGeneral personnel policy

A set of main principles on two pages. Consists of five main areas:

Management Staff planning Staff recruitment, selection and conformation Staff recognition, compensation and motivation Staff improvement

Available on Statistics Estonia’s website http://www.stat.ee/40539 (in Estonian only).


CStrategy 2008-2011

Employee satisfaction survey 2010 carried out and the results are known:

similar to the results gained in 2006 and 2008.

Improvement areas not carried out yet: Recognitions Sharing know-how between units Improvement of the work environment.

Main improvement areas not agreed yet reason: waiting for input (conclusions and

suggestions) from all departments.


PFuture plans

Improvement areas not yet carried out. Reviewing and restructuring of work position groups

Positions with the same name may involve totally different tasks, for example:

statistician’s tasks may happen to be more similar to data manager’s tasks;

Parallel rearrangement of work processes. Waiting for the top management desicions.


PFuture plans

Consolidation of services within the public sector (Ministry of Finance and its governing area will be the first to undertake this process in 2010). This concerns:

personnel services; financial services; IT services.


Lessons learned

Use a framework for improvements. Framework helps you to keep your plans

focused and structured. DIY, if needed.

Use one document as the umbrella for others. If you start with n+1 policies from n+1 corners,

then it may be difficult to have a good overview and keep them connected to each other.

The Policy – links to all areas and subdocuments.


Lessons learned

Use a detailed plan for future improvements: Different parts of personnel policy influence and

give input to each other. Certain policies must be implemented

before you can start with others. See the big picture (whole organisation).

Personnel policy influences everyone. It also has an effect on other policies within the

organisation and its environments.


Thank you for your attention!

Remi PrualStatistics EstoniaQuality Manager

[email protected]

Improvement of personnel policies in Statistics Estonia and lessons learned Remi Prual Statistics...

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