Policy outlines of personnel strategy

Transcription

1 Policy outlines of personnel strategy

2 2(5) Introduction The key challenges for the personnel strategy during are: The tight financial situation and the staff-year frame, and the simultaneously growing productivity demands Retirement of experts and other personnel turnover, and toughening competition for skilled employees on the labour market Fast changes in the competence requirements for statistical work as IT is developing and data needs and quality requirements are growing in the field of statistics Emphasis on efficiency and flexibility requirements in the organisation of work, development of processes, and in both internal and external division of work and networking. The objectives of Statistics Finland's personnel strategy are defined in its operational strategy of The competence strategy of 2008 further specifies the competence challenges in the coming years and ways of responding to them. The management policy (2005) describes the principles of good leadership. This document defines the policy outlines derived from the strategies for the structural and operational development of the personnel. The policy outlines are an extension to the Personnel 2010 programme. The policy outlines are divided into three mutually complementary and supporting development areas: Competence development Renewing modes of work and procedures Healthy work community Confirmed on 6 October 2010 Heli Jeskanen-Sundström Director General Pirkko Härö Deputy Director, Management Services

3 3(5) Vision for the year 2015 Statistics Finland is a top organisation in its field, recognised nationally and internationally for its high-quality data production and expertise, and for its co-operative and service capacity. Statistics Finland is an interesting and competitive employer. It offers socially meaningful, diversified and challenging tasks within the international statistical community. The work community operates in a flexible, renewable and productive manner. The personnel are motivated and competent. The values of work are still founded on strong statistical ethics and reliability. Personnel strategy development areas 1. Competence development Competence management aims to identify and anticipate changes in competence needs, ensure sufficient core competence and correctly direct competence to the core processes and their supporting activities. Competence development measures are used to support the capacity of the personnel to cope with the challenges of work, which particularly arise from the personnel's turnover, fast IT development, high quality requirements in the statistical field and international activities. Both specialists and multiskilled persons are needed in versatile and changing statistical work. More and more flexibility and capacity for self-renewal are required from the personnel. Recruitment and internal mobility in turn safeguard the core competence. The internal labour market is used as widely and openly as possible to support the personnel's mobility, competence development and knowledge sharing. Any lacking competence is acquired through external recruitment. Internal and external recruiting is mainly centralised into the personnel and legal services unit, which directs the right kinds of experts to the departments according to competence needs utilising the competence pool and group recruitment. The solid educational and qualification basis of Statistics Finland's personnel gives a sound foundation for growth into a statistical expert by means of learning at work and competence sharing. The personnel are given job familiarisation into the field of statistics in the basic module of the Training Programme in Statistical Skills (basic TIKO) and their statistical knowledge is further extended in its advanced module (advanced TIKO). Learning and renewal are strengthened by networking, mentoring and by using projecttype work modes. The career development of both experienced and new experts is supported by working at projects and development tasks.

4 4(5) Indicators for competence development The key competence areas identified in qualitative planning of human resources are particularly taken into account in career and development plans. Career planning is tied ever more closely to personal appraisal discussions. Recruitment, external recruitment My professional competence is up-to-date and developing I can use my own abilities diversely in my work Effectiveness of TIKO training A written development (personal appraisal discussion) and/or career plan prepared 2. Renewing modes of work and procedures The processes are intensified and harmonised. Good practices, working modes and ways of action are spread to support an innovative work culture. The organisation of work and management practices make sure that the personnel's competence is flexibly used in the organisation. The use of networking and project and process-type procedures is intensified to improve competence and productivity. Work in pairs and small groups, deputy arrangements, up-to-date documentation and team-focused approach to work ensure the continuity of activities and sufficiency of competence. Expert steering is used more widely than before alongside work groups to support efficiency. New technologies and communication media such as social media and flexible solutions for work spaces and working time are exploited as far as possible. The practices of internal mobility are developed through preparation of general job descriptions, for example. The personnel are encouraged to change tasks every three to five years. Rewards are given for flexibility, ability for renewal and good work performance. Indicators for renewing modes of work and procedures Content and challenging nature of work Changes are implemented in a systematic manner at Statistics Finland My department reacts adequately to changes in society and the development needs that arise from them Internal mobility Internal labour market (application procedure) Job rotation (application procedure) Replacement (change security)

5 5(5) 3. Healthy work community Indicators for a healthy work community Successful implementation of changes and flexible responses to the challenges of the operating environment require a well-functioning work community and motivated personnel. The importance of uniform operating modes and clear rules gains emphasis as internal mobility and other personnel turnover increase. Renewing of the structures and operating modes is carried out as planned, with uniform procedures and by involving the personnel. Supporting physical, mental and social well-being at work is part of everyday work. Work on well-being is done in a co-ordinated manner utilising internal networks and by co-operating systematically with occupational health care. The measures for the development of the work community are selected basing on targeted, unit-specific workplace analyses and health examinations, as well as personnel, supervisor and internal customer satisfaction and self-evaluation surveys. Good personnel management and work community skills support the wellbeing of work communities, taking account of employees of different ages and in different life situations, as well as equal distribution of work. Each member of the work community is responsible for the functioning of the work community. Open communication and interaction support renewal and implementation of changes, as well as the maintenance of communality and good work atmosphere. Work atmosphere and co-operation I feel I can influence the activities of my work community Days of sickness absences, working days per staff-year Targeted (unit-specific) health examinations Supervisors' motivation and interaction skills Internal communication and exchange of information within the work community