Strategic HR in the Netherlands: HR Strategy 2020 for central PA Herma Kuperus BZK/DGOBR/OPR...

Strategic HR in the Netherlands:HR Strategy 2020 for central PA

Herma KuperusBZK/DGOBR/OPR

EUPAN/HRWG Dublin, 5 April 2013

The Dutch case

•Organisation of HR within central public administration (PA)

•Challenge to develop a shared HR strategy 2020

•How we did it: the process

•What came out: the content

•Lessons learned

•How to become a (better) strategic partner

BZK/OPR/HKU/March 20132

Overview

• App. 117.000 employees (civil servants)

• 10 Ministries (excl. Ministry of Defence) with > 40 Agencies

• 1 collective labour agreement (Ministry of Interior coordinates)

• Ministries are responsible for own ICT, HRM & operational management

• Ministry of Interior responsible for interdepartmental coordination and harmonisation, general policies for PA

Central PA in NL


Ministers

SG

DG BK

Director

Director

Director

DG OBR

Director OPR

Director IR

Director FHIR

SSC HR

P-Direkt

Logius

DG ABD

Director

Director

Director

DG DG DG

Ministry of the Interior and Kingdom Relations (BZK)

Min 1

DG DG DG

Dir HR

Min 2

DG DG DG

Dir HR

Min 3

DG DG DG

Dir HR

Min 9

DG DG DG

Dir HR

- Minister for Interior and Kingdom relations- Minister for Housing and Central PA (since Nov. 2012)

Organisation of HR


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Innovation- centre

HRM-executive tasks (Hire-to-retire)

Supporting HRM-tasks (Expertise)

HRM-basic administrations Salary payment, holidays, sick leaves, working time (arrangements)

HRM-Strategy, Policy & Advice

Recruitment & Selection

Development & (re) placement

Rewarding

HRM

Mana-gement

Infor-mation

Health

ControlCommu-nication Legal

Labour relation

Contract management

HRMCusto-

mer service

ESSMSS

= SSC HRM/ Expertise Centres (EC O&P) + 3

= SSC HRM/ P-direkt

= HR units of Ministries/Agencies + central PA

Backoffice 1

Backoffice 2

Competence centre

Fron

t offi

ce

HR function


• Economic downturn and restructuring; unclear and unsecure future• Increasing general unemployment (7,5 %; 15 % for youth)• Flexible, but dual labour market

• Good performing central PA (OECD and SCP studies)• Continues reform process in central PA since decades• Continues financial cuts reduction of employees in central PA• New cabinet: reform, new cuts and other ambitions until end of 2018/20 (more positions

on lower level, more handicapped employees, more women in high positions)

Challenge:- How to solve current problems and at the same time prevent future ones- How to invest in sustainability, quality and flexibility in times of budget cuts - How to combine short term restrictions with long term needs

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The challenge


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STRATEGIC HR

Scenarios of external trends

àConsequences fortasks, role and positionof central PA

à

VISION

Organisation & Personnel

Werving, opleiding,doorstroom, flexpool

Policies Actions

Strategic Agenda HR & OrganisationSTRATEGY 2020

IT, BPR In- & external labour market

Existing Current

Needed

ScenariosDynamicsIn/through/out

:Forecasted Gaps

Surplus of people, vacancies

Workforceplanning

Positions Employees

Analysis oflabour market

+ development in NL & EU

VISION

• Ageing• Diversity• Mobility• School leavers• Salary levels• Flexibility

Strategic HR: HR Strategy


To do workforce planning (WP)

• Formulated as two year project

• Started end of 2010

• Central project leader/chair

• With HR/WP experts of ministries

• External expert for a common model

• Exchange of experiences

• Ways of doing the work (technical) and putting on the agenda

• Regular meetings over the year

To develop a HR Strategy 2020

• Designed as process of interaction

• Started end of 2011

• Facilitated by programme manager under Director HR central PA

• Together with HR Directors of Ministries and big executive organisations

• Involving Secretaries-General

• With strategic units of ministries

• With HR experts of ministries

• With labour experts, ministry social affairs

• Using external (acad.) experts on theme’s

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Process


How to develop a shared HR strategy 2020?

kick-off meeting Oktober 2011: with HR director (private sector) analysis of external trends forecasting of in- and external labour market trends

Shared vision on general trends and challenges; defining specific theme’s/shifts

5 theme sessions during 6 month (2012):

with internal and external guests specific analysis/research for theme different ways of working during the sessions (has to be inspiring! !)

Shared vision on main directions for future HR policies

9 BZK/OPR/HKU/March 2013

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Summer 2012 working groups: HR experts of ministries and central PA discussing proposed main direction for HR policies define specific elements/activities for each HR policy area

Support for the vision, HR policies for future and specific topics

Interactive ppt-Presentation of the HR Strategy 2020 (Oktober2012) headlines in 20 slides click system to specific analysis or information on theme’s can be used by all for own ministry or organisation (flexible, combinable)

Shared ‘document’ of all ministries and the ministry for central PA with commitment of SG’s

Consultation within whole central PA using (social) media

Letter from Minister for central PA to Cabinet and Parliament

In between: - meetings with (group of) SG’s for guidance and commitment

- informing the ‘coordinating’ works council for central PABZK/OPR/HKU/March 2013

11

Content: Impression of HR Strategy 2020

Variation

Selection(Specialisation)

Security Freedom

Variation

Selection Specialisation)

Security Freedom

Organisation Employees


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Big changes with massive impact.. .. demands a prepared and pro-acting PA

Is this needed?

Complexity & plurality of society

Tension between short - long time

IT and e-Gov

Internationalisation

Blurring boarders between organisations, sectors & countries

Changing SD & ‘Poldermodel’

Ageing workforce

Dynamics in workforce

Composition and size of labour force will change

Decrease central PA

Qualitative shortages


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Is this needed?

The only security is no security at all and permanent change

Increasing importance of knowledge and

relationship

We have to (anti cyclical) anticipate & invest in the adaptability, flexibility and quality of the central PA


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How are we going to do so?

Organisation

Employees

Steering & Leadership

Labour market

Labour relations and -conditions

See slides in hand-out !


15

To be an attractive and societal responsible employer investment in people is crucial.

Influence on top level makes knowledge most important in content and in relationships.

To secure a competent & divers workforce in the future, anti cyclic recruitment is needed

Lifelong learning & development is obligatory for management and employees.

Sustainable employability on the labour market will increase adaptability & flexibility

Regular mobility within networks and chains is a start to make it normal for everybody

Modernisation of labour contracts, -relations and –conditions is needed for future

Harmonisation if possible and differentiation (e.g. types of work) where needed

Needs other way of steering and leadership on all management levels

Summary HR Strategy 2020

From job security to work security

Towards a sustainable central public administration in NL


Involve from the beginning the top level /SG’s for guidance and commitment

Use strategic experts in the core business of the ministries

Bring senior management HR, top management and strategic experts together and help them understand each others language and point of view

Be very clear where and when you need a process or a project: workforce planning, started as a project with HR experts, failed to formulate a HR strategy. A broaden process was needed to do so and to raise urgency for workforce planning

Don’t put effort in making nice books with scenario’s, visions and dreams but invest in a flexible, adaptable presentation as a living document to be used by everybody and easily adjusted to new situations

Make a shared strategic agenda for short and long term, formulate projects/programmes to implement and let different stakeholders take over responsibility for common results

HR strategy should be linked to the core business and other parts of operational management (integrated approach)

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Lessons learned


• Know and understand the core business + critical performance indicators

• Be able to analyse quantitative and qualitative information in order to forecast and point out risks, problems, alternatives for short and long term (evidence based)

• Indicate the consequences for core business and organisation, also in financial terms

• Translate changes in the environment of the organisation, specifically in the field of core business and labour market: for example the impact of technology development on numbers of employees, skills, competences needed or on organisational structures & BPR

• Be able to work in interdisciplinary settings with other stakeholders (e.g. business process, financials, IT, housing, general strategy units)

• Speak and understand the - more economic - ‘language’ of general Top managers

• Be pro-active, creative and able to show the added value of the HR and Organisational expertise

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To become a (better)strategic partner


• The centralisation of HR administration and HR expertise in shared services

• Exchange of employees between HR and primary process of the ministries

• Skills and knowledge of the HR unit, especially of the senior HR managers, that enables them to discuss and design strategic issues on board level and to develop organisational and HR strategy in relation to the core business of the organisation

• The strategic and HR abilities of the general top managers (DG’s and directors) in the ministries

• Competence profiles and recruitment in line with above mentioned skills; promote exchanges

• Urgency/pressure to be creative, innovate and develop strategies in difficult times

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Important enablers


19

Thank you for your attention!

Questions?

For further information please contact: [email protected]


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Attachments


2121

-

500

1.000

1.500

2.000

2.500

3.000

3.500

4.000

2012 2013 2014 2015 2016 2017 2018 2019 2020

pensioenakkoord lenteakkoord herfstakkoord

bron: BZK

Exit to pension between 2011 and 2020: • based on pension agreement 19.419 = 16,3%• based on spring agreement 18.418 = 15,5%• based on autumn agreement 16.886 = 14,2%

More older civil servants will retire


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Less young civil servants

222222

12,0%

13,0%

14,0%

15,0%

16,0%

17,0%

18,0%scen. C scen. C + 390

scen. C 16,6% 15,4% 14,4% 13,6% 13,1% 12,8% 12,9% 13,0% 13,2% 14,7% 16,5%

scen. C + 390 16,6% 15,4% 14,7% 13,9% 13,3% 13,1% 13,1% 13,2% 13,4% 14,8% 16,6%

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Vergelijking effecten op aandeel jongeren: Scenario C. en Scenario C met extra inzet 390 jongeren in 2013

Scenario: in 2013 extra recruitment of 390 employees between 19 - 30 years, with the pattern of 2011. Effect: 0,2 %-punt more


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Age of civil servants 2001 - 2020leeftijdsverdeling 2001 t/m 2020scenario: 4 x 2,5%, vervolgens 5 x 1,5%; instroom cf. patroon 2011

25,5%16,6% 13,1% 15,7%

33,9%

26,4%23,6% 20,2%

29,9%

34,3%

33,6%29,8%

10,7%

22,7%29,7%

34,4%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2001 2011 2015 2020

55 enouder

45-54

35-44

tot 35

bron: BZK


24242424

• Targets for reduction defined until 2018: less positions in central PA

• Age related exit is slowly increasing • Other exit restricted because of labour market situation

Less space for new recruitment Qualitative mismatches and shortages

Dynamics in workforce

Exit in total

Exit to Pension


25

Composition of labour force changes

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33%

17%

36%

16%

27%

26%

23%

20%

26%

34%

26%

30%

14%23%

15%

34%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Ned. Rijk Ned. Rijk

2010/2011 2020

55 tot 65

45 tot 55

35 tot 45

tot 35

bron: BZK

Comparison of NL and central PA in 2010 en 2020 BZK/OPR/HKU/March 2013

2626

more ‘ not-western immigrants’ . . . . . and more women

Composition of NL labour force changes


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Decreasing labour force


Strategic HR in the Netherlands: HR Strategy 2020 for central PA Herma Kuperus BZK/DGOBR/OPR...

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