www.stat.gov.lt budapest, 5–7 september 2012 workshop on human resources management and training...

www.stat.gov.ltBudapest, 5–7 September 2012

Workshop on Human Resources Management and Training

TRAINING SYSTEM AT STATISTICS LITHUANIA

Kristina LiutkieneHuman Resources Management DivisionStatistics Lithuania



INTRODUCTION

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36239

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Total: 581 employees

Interviewers Regional data preparation

divisions Other divisions

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Qualification of the staff

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TYPES OF TRAINING

Training for newcomers Outside training courses Inside training courses Training in the workplace Individual training (couching) Good practice training Rotation Personal development (self-training, reading, Internet)

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Training for newcomers

1.Training on the main regulations at SL2.Training on motivation, evaluation, salary issues and other personnel

issues.3.Training on quality issues4.Training on European and international cooperation issues5.Training on methodological issues6.Training on official statistic issues7.Training on sampling methods8.Etc.

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TRAINING CYCLE AT STATISTICS LITHUANIA

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Identification of training needs

Competence surveys Yearly performance appraisal procedure Strategic period Etc. (announced by a working group, top management, Human

Resources or other divisions)

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Main tasks (advantages) of competence appraisal

To plan better staff training To help to create training plans To help to evaluate training efficiency To evaluate compliance between existing and necessary

competences To plan the development of specialists’ competence

efficiency To better allocate finances for training To know what competences the company has To identify gaps to be filled in To help to select participants for the upcoming course To know each individual’s competence gaps To help to develop career planning To survey staff replaceability

Competence surveys

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Three-stage level competence appraisal was worked out:

1. Competence survey in branch statistics divisions (the divisions involved in the preparation of statistical information )

2. Competence survey in functional divisions

3. Competence appraisal of division heads

The periodicity of all surveys is biannual.

Competence surveys

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Competence survey in STATISTICS divisions

The questionnaire covers the entire process of the preparation of statistical information and contains the following:

General part: information on the employee, state of general competences (language, computer skills, general statistical knowledge), subprocesses of the preparation of statistical information in which the employee takes part

Special part: for each subprocess of the preparation of statistical information, a separate part of the questionnaire containing the scope of the subprocess and a list of possible competences is prepared.

Final part: information on who is able to replace the employee. It is required to write which employees could perform the functions attributed to the employee analysed in the event the latter is not able to perform his/her duties (illness, vocation, retirement).

Signature of the employee and head of the division.

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Six subprocesses:

1. Decision to execute a survey, general plan; 2. Survey methodology, compilation of a survey plan, possible sources of

administrative data, their identification, sample plan;3. Implementation of the survey plan, data collection; 4. Editing and coding, data validation, calculation of estimations, analysis of primary results, analysis of time series, further analysis; 5. Dissemination (of data and metadata), confidentiality and disclosure;6. Archiving and further management.


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A scale from 1 to 4 is used for the evaluation

1 – not competent; 2 – slightly competent; 3 – partly competent; 4 – competent.


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An example of maps worked out

General competences of SL

0

1

2

3

4

Foreign language 1 (English)

Foreign language 2 (Russian)

Foreign language 3 (German)

Foreign language 4 (French)

Foreign language 5 (Polish)

Foreign language 6 (Swedish)

Foreign language 7 (Latvian)

Foreign language 8 (Spanish)

Foreign language 9 (Italian)

Computer literacy

General knowledge of statistics and economy

Knowledge of the preparation of documents

Methodological knowledge and experience in the respective field


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Competence survey in ADMINISTRATION divisions

The questionnaire consists of six main competence areas:

Language skills Computer literacy Legal knowledge Administrative capacities Knowledge on quality management Other knowledge and skills necessary to implement activities

described in the position description

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The same scale as for the survey in branch statistics divisions was chosen for the evaluation of competences:

1 – not competent 2 – slightly competent 3 – partly competent 4 – competent

However, since the activities of different functional divisions are quite specific, another scale for evaluation was added to determine the priorities of the competences:

1st priority – competence is needed permanently

2nd priority – competence is needed often

3rd priority – competence is needed seldom

4th priority – competence is not needed


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Competences (knowledge, practical skills)

Competences appraisal in scores

Priorities

Knowledge of documents establishment

Genral knwoledge about the EU

Capability to work in team

Capability to analyze

Knowledge and skills of project management

Communication skills

Time planning skills

Skills to manage conflicts

Capability to share information

An example of Administrational capacities


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The questionnaire consists of seven main management competence areas:CommunicationLeadershipAdaptabilityRelationshipsTasks performanceProductivityDevelopment of employeesPersonal developments

Competence appraisal of DIVISION HEADS

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All division heads are appraised during this stage Survey procedure – 3600 evaluation: The questionnaires must be filled in by:

1. Supervisor of the division head (Director General or his/her deputies);

2. 3 employees of different levels subordinate to the division head

3. 3 heads of other divisions


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A scale from 1 to 5 is used for the evaluation

0 – competence is not needed (shall not be turned into scores)

1 – never demonstrates this competence 2 – seldom demonstrates this competence 3 – sometimes demonstrates this competence 4 – usually demonstrated this competence 5 – always demonstrates this competence


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An example of Adaptability


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Surveys outcomes

General maps of competences for Statistics Lithuania worked out Maps for each division separately worked out Each individual’s competences found out Identification of personal development needs worked out General maps including appraisals of all heads by different competences

produced Maps for each division head worked out Two competence development lists worked out:

1. A list of priority competences to be improved2. A list of competences recommended for improvement

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DEVELOPEMENT OF A TRAINING PLAN

All employees of SL together with their direct supervisors fill in the Competence Appraisal Questionnaire once in a two-year period.

The Human Resources Division, responsible for training, analyses the questionnaires and makes lists of prioritized and recommended training.

All employees have a performance appraisal interview at the begging of the next year with their supervisor, and both of them agree on the training needs to fulfil the weak areas of the employee.

All other needs are finalized and put in a training list with the financial allocation. The list training plan is discussed in a special working group. The final training plan is drawn up. Director General approves the final training plan. Training plans should correlate with the strategic goals of Statistics Lithuania.

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SELECTION OF PARTICIPANTS FOR THE COURCES

From competence appraisal surveys; Announced by direct supervisors and division heads; Announced by the Human Resources Division; Announced by working groups or commissions.

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The objective of training efficiency evaluation – to assess whether the employees apply the knowledge and practical skills gained in the training courses organised by Statistics Lithuania when performing the functions assigned to them.

We have two-stage training evaluation questionnaires:1.Primary training efficiency evaluation questionnaire: must be

filled in immediately after the end of the training course 2.Secondary training efficiency evaluation questionnaire: must

be filled in in 3 months after the end of the training course.

TRAINING EFFICIENCY

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Structure of the PRIMARY training efficiency evaluation questionnaire

The questionnaire consists of four parts:

1. General information on the training course and its participant.2. Closed questions that must be answered when evaluating the training

course by points from 5 (excellent) to 1 (no opinion), and closed questions that must be answered “Yes” or “No”.

3. The third part includes 2 open questions:1) The training course participant indicates what specific knowledge

and skills gained in the training course s/he will be able to use while performing the functions assigned to him/her.

2) Recommendations on the improvement of the course (not obligatory).

4. The reason why the participant took part in the training course.

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Consists of four parts:

1. General information on the training course and its participant. 2. The training course participant indicates whether s/he applied the

knowledge and skills gained during the training course in practice when performing the functions assigned to him/her (“Yes” or “No”).

3. The third part is filled in in case the training course participant has chosen the answer “Yes” in the second part. It is stated in brief what knowledge and skills have been applied when performing the functions assigned. 4. The fourth part is filled in by the direct supervisor of the participant in case s/he has chosen the answer “No” in the first part. It is indicated in brief why, in the opinion of the direct supervisor, the participant could not use the knowledge and skills gained in the training course in performing the functions assigned to him/her. In case a division head participated in the training course, s/he fills in the third part of the questionnaire him/herself.

Structure of the SECONDARY training efficiency evaluation questionnaire

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All the information received from the questionnaires is used by the Human Resources Division and a working group for the identification of training needs and development of annual training plans as auxiliary material in the development of training plans, selection of potential training service providers, creation of trining context, etc.

Outcomes and results

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INVOLVEMENT OF EMPLOYEES

Bank of ideasStaff satisfaction (opinion) surveyInternal website (LAN)Questions and Answers sectionStaff turnover questionnaireNon-financial incentivesOpen days (with top management)Internal communication working groupMeetingsTime reporting system

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THANK YOU FOR YOUR ATTENTION

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www.stat.gov.lt budapest, 5–7 september 2012 workshop on human resources management and training...

Documents

training courses training

training training system

training training cycle

training efficiency

training qualification

training introduction

training plans

individuals competence