1 conference of european statisticians 15 june 2006 jan plovsing national statistician human...
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Conference of European Statisticians15 June 2006
Jan PlovsingNational Statistician
Human resources as the main element of the modern statistical office
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The English PlanThe English Plan
Depending on the wind, the striker’s position Depending on the wind, the striker’s position may vary…may vary…
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Radical, efficient, unstoppable… (ball’s speed may Radical, efficient, unstoppable… (ball’s speed may reach 297 km/h)reach 297 km/h)
The German PlanThe German Plan
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The Italian PlanThe Italian Plan
Iron defense, small ideas in midfield, passes to Iron defense, small ideas in midfield, passes to striker..and…Penaltystriker..and…Penalty
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5 … … no comments!no comments!
The Brasilian PlanThe Brasilian Plan
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The Danish PlanThe Danish Plan
Stay at home and watch the others on TV!…...Stay at home and watch the others on TV!…...
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Three topics for reviewing
• How do we integrate Human Resources Planning with our Corporate Plan?
• How do we recruit the best and the brightest?
• How do we manage career developments?
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Integration of HR with the Corporate Plan
CORPORATE PLANi.e developments and
improvements in statistics etc.
KEYCOMPETENCES
HR-DEVELOPMENTS
Individualcompetence
level
Organisationalcompetence
level
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KEY COMPETENCES
Competences that are critical / important in relation to the
corporate plan / strategy / business plan are identified. Examples:
• Clearly defined core capabilities and job-specific capabilities (AUS)
• Clearly defined key competences (FIN)
• Job profiles (GER)
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Individual competence level
Important elements of a HR-strategy:
• Competence analysis:– Mapping of existing competence on a competence scale (ex: AUS,
SWE)– Evaluation of performance of duties and tasks (ex: UKR)
• Annual personnel interviews (ex: AUS, FIN, GER, UKR)
• Identify competence gaps (ex: AUS and SWE)
• Individual personnel development plans (ex: AUS, FIN, SWE, UKR)
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Organisational competence level
Important elements of a HR-strategy:
• Human and organisational competence (ex: SWE)
• Organisational: documentation, systems, software, databases etc.
• Competence gaps for the NSI (ex: AUS, SWE)
• HR-development plan for the NSI (ex: CAN, FIN)
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Recruiting the best
• The NSI should be an interesting employer (FIN, GER)
• Employment of university students, trainees (FIN, GER)
• University recruitment campaigns (CAN)
• The norm: Open application and open competition
• A permanent broad hiring committee (UKR)
• Hiring by working groups – subject matter departments and HR department (CAN, FIN)
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Making the new employee fit for the job
• Training programmes, some compulsory courses (FIN, GER)
• A job orientation system where the new employees supervisor and a trainer/tutor are responsible (FIN)
• A Corporate pool for two years (CAN)– rotate among 3 – 4 assignments– compulsory courses– mentors– a regular position after two years
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Management of career developments
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Management of career developments
• The norm: An open competition for a specific position
• ”Generic” competitions (CAN)– one large competition for several positions at the same level– encourages employees to develop broader skills– the initial assignment is typically different from their home division
• Human resource pools (UKR)– created for a management or specialist position– candidates are selected– personal annual plans and performance evaluation– the candidate with the best results in the waiting period will take up
the position
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Questions on key competences
• The amount of resources used to develop core and job-specific capabilities / key competences / job profiles?
• Are there problems or challenges that other NSI’s should be aware of if they choose to develop similar concepts?
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Questions on competence levels and HR-development plans
• How can we involve all employees in the integration of the Corporate Plan with the HR-development plan in a way that makes them enthusiastic?
• What are the problems or challenges in relation to the mapping of individual competences on a competence scale?
• How much is the mapping of competence gaps for the whole NSI used?
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Questions on recruitment and career developments
• Are specialist competences an advantage when hiring and promoting to managerial positions? Or should we choose generalists with broader skills?
• The Canadian two-year corporate pool seems to be very fruitful but an expensive investment too for smaller offices. Am I right?
• Do other NSI’s have experiences with corporate pools when hiring graduates from Universities?
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Questions• The amount of resources used to develop core and job-specific
capabilities / key competences / job profiles?• Are there problems or challenges that other NSI’s should be aware of if
they choose to develop similar concepts?* * * *
• How can we involve all employees in the integration of the Corporate Plan with the HR-development plan in a way that makes them enthusiastic?
• What are the problems or challenges in relation to the mapping of individual competences on a competence scale?
• How much is the mapping of competence gaps for the whole NSI used?* * * *
• Are specialist competences an advantage when hiring and promoting to managerial positions? Or should we choose generalists with broader skills?
• The Canadian two-year corporate pool seems to be very fruitful but an expensive investment too for smaller offices. Am I right?
• Do other NSI’s have experiences with corporate pools when hiring graduates from Universities?