Human resources management and training

Human resources management and training

Compilation of good practices in statistical offices You do not have access to this content

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Author(s):
UN
03 Dec 2014
Pages:
280
ISBN:
9789210571623 (PDF)
http://dx.doi.org/10.18356/6604b68f-en

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The Conference of European Statisticians (CES) at its plenary session in 2006 conducted a seminar on human resources and training in statistical offices. The seminar concluded that human resources and training are crucial elements for the successful fulfilment of the mission of the offices and that there was a need to continue the exchange of experience in the area of human resources and training. Hence, as a follow-up to the CES seminar, workshops on human resources management and training (HRMT) were organised in 2008, 2010 and 2012 where HRMT issues were discussed. This paper takes a forward looking approach and provides an outline of the future challenges in the area of HRMT for statistical offices. It also on the discussions at the workshop in 2012 and incorporates issues that were raised by countries, as well as information collected through a survey to CES member countries on their practices and plans in HRMT.
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  • Note
    The designations employed and the presentation of the material in this publication do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area, or of its authorities, or concerning the delimitation of its frontier or boundaries.
  • Preface
    In an era of technological, social and economic change, statistical offices are facing several challenges to further develop their key role as provider of high-quality information on economic, social and environmental phenomena. These include the need to meet both current and future demands of the users of statistics and to develop production processes that increase efficiency of work and reduce costs.
  • Acknowledgements
    In 2010, the Bureau of the Conference of European Statisticians (CES) agreed that a workshop on Human Resources Management and Training (HRMT) in statistical offices should be organised to take place in 2012. The aim of this workshop was to discuss current and upcoming issues for HRMT in statistical offices, and follow-up on issues discussed at previous CES workshops on HRMT. Leading on from this, it was requested by the Bureau that concrete outputs directed towards the creation of a compilation of good practices in HRMT.
  • Future challenges in human resources management and training in national statistical offices
    The Conference of European Statisticians (CES) at its plenary session in 2006 conducted a seminar on human resources and training in statistical offices. The seminar concluded that human resources and training are crucial elements for the successful fulfilment of the mission of the offices and that there was a need to continue the exchange of experience in the area of human resources and training. Hence, as a follow-up to the CES seminar, workshops on human resources management and training (HRMT) were organised in 2008, 2010 and 2012 where a number of issues in HRMT were discussed.
  • Strategic personnel planning
    This paper outlines how Statistics Netherlands drafted its first Strategic Personnel Planning (SPP) in 2006 and updated it in 2009. The reasons for drafting an SPP at Statistics Netherlands are described, as well as the applied method, the results of the working process, the conclusions and the projects that have emerged from it. Finally, the added value of an SPP is examined.
  • Strategy-based HR management in practice - experience of Statistics Finland
    The areas of emphasis in Statistics Finland’s strategy are reliability of statistics, usability of data, good service to researchers, stable budget development, improvement of profitability, standardisation of processes, quality commitment, skilled personnel, renewing modes of work and procedures, and a healthy work community. The goals are translated into actions in the context of annual planning. The targets for the coming year and the measures describing their attainment are decided in annual performance agreements between the Director General and the statistics departments. At the same time, agreements are made about the resources that the departments will have available.
  • Statistical excellence through capacity development and planning
    The Australian Bureau of Statistics (ABS) strategic business and planning framework is being refreshed to position the organisation to meet and anticipate future challenges and to ensure sustainability. In particular, the ABS is moving towards closer linkages between business, planning and workforce strategies.
  • Managing human resources in a small statistical office
    The issue of human resources is a complex issue and every organization that aims at efficient and productive operation should dedicate special attention to it. Within the current context of European integration, stabilization and association and the process of globalization, it is a high priority to adopt appropriate Human Resources Management policies and strategies in National Statistical Institutions (NSI).
  • e-Learning system in STI, Statistics Korea: Achievements and challenges
    The Statistical Training Institute (STI) started E-learning in 2005 with two courses and 378 certified trainees. It continues to grow resulting in 33 E-learning courses and 14353 certified trainees in 2011. E-learning courses can be divided into three types: (1) Statistics for the staff of Statistics Korea (KOSTAT); (2) Survey Manuals for enumerators of KOSTAT, and (3) Statistics for the General Public. Despite the rapid growth of E-learning, STI faces various new challenges with the development of ICT. These challenges include confidentiality, the development of user-friendly content development, competing with other training institutes in attracting trainees, new demands placed on smart learning, the request for more productivity but less manpower, and working with a limited budget. Under these circumstances, STI will provide U-learning services this fall. In preparation of this, the following introduces SWOT analysis and the major strategies implemented by STI for E-learning. Furthermore, this paper evaluates the past experiences of E-learning, examines some of the recent challenges and responses to it, and provides a brief introduction to the framework of U-learning.
  • Setting up in-house training: Some issues to consider
    The quality of a National Statistical Institute (NSI) to a large degree depends on the performance of the employees. Hence, making sure the staff has adequate skills is crucial. Training can improve the performance and productivity of the staff and ensure that they have the relevant skills.
  • Training programme in statistical skills
    To sustain the professional competence of its personnel, Statistics Finland has designed a training programme in statistical skills. The programme consists of basic studies and advanced studies. The basic studies are intended for the whole personnel and form part of the job orientation system of new employees who attend it within six months of their recruitment. The advanced studies are supplementary education for statistical experts with more years of service. The studies take two years and are intended for personnel who need to deepen and broaden their professional mastery in statistics.
  • Theory and practice in the comprehensive training program
    The mission of the Hungarian Central Statistical Office (HCSO) formulated that the presence and the continuous development of up-to-date professional knowledge is one of the most important resources of the office. In this sense a new training strategy and its representing institution, the “HCSO-School” was elaborated in 2005. The aim of the project was to communicate the general statistical culture and to ensure the presence of special skills, knowledge and expertise necessary to carry out the various tasks of the statistical office on a high level. These skills cannot be acquired in the present Hungarian school system due to a lack of relevant specializations in the tertiary university level education. Some facts and figures that are demonstrated in this paper characterize the 8-years history of the HCSO-School highlighting the importance of the internal training institution.
  • Towards a European Master in Official Statistics
    After several years of discussions and consultations on the need for and the opportunity to create a European Master in Official Statistics (EMOS), the main stakeholders interested (NSI, Eurostat, universities and national schools in statistics) have decided to undertake concrete actions in order to make the creation of a European Network of the Master programmes in official statistics possible.
  • Moving from introduction towards integration of new employees: Objectives and methods
    The professional integration of new employees is very important for several reasons and has several dimensions. This paper intends to describe different factors related to the integration of new employees. Experiences from Statistics Norway recent reform of an introductory course program will be discussed; both the intentions and the layout of the program and an evaluation of the program and how it could be improved. Statistics Norway has about 1000 employees in two locations, and employs between 50 and 100 people annually.
  • Management development
    Statistics Sweden’s Director General made a decision in 2008 to use EFQM as the supporting framework in our organisation’s management-and total quality management system.
  • From competences to awareness: Management development
    The Public Administration Reform in Italy aims to increase productivity, ability and quality in a period of reductions in resources and involves a change in management policies. In the reform process, management has been asked to lead decision processes, promote innovations and make changes to the management in order to meet the current and future challenges.
  • ABS Leadership and Management Charter and the Senior Executive Programme
    The Leadership and Management Development Charter is a comprehensive and inclusive capability development strategy, designed to provide greater transparency and structure to the development of ABS leaders and managers. This charter outlines the development programmes and resources available to aspiring or future leaders, managers and Executive staff from 2011-2012 and beyond.
  • Recruiting and retaining qualified staff at Statistics Finland
    Competence management at Statistics Finland 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. Recruitment and internal mobility partly safeguard the core competence. The needs for recruiting have grown in recent years due to retirement, reorganisation of tasks and other competence attrition. At Statistics Finland, the internal labour market is used to fulfil recruitment needs in the first place, but focusing only on the internal mobility of the personnel has not met the growing need for competence. Other forms of staff recruitment and competence building are needed.
  • Mobility and knowledge sharing
    Several trends in society require an appropriate response from the statistical institutes. For instance, the political pressure to reduce the administrative burden, less willingness to respond to time-consuming questionnaires, the volatility of information, the increasing need for rapid, to-the-point and easily accessible information, the shift to mobile devices, and finally, the increasing importance of social media. The challenge for the statistical institutes is how to fully use their know-how, innovative power and creativity in preparing for the future.
  • Becoming an attractive employer for future employees: Some experiences from Statistics Norway
    In the current labour market there are good opportunities for recruiting skilled professionals and technical workers. However, to attract “the right” people is a critical challenge for Statistics Norway as the communication channels used by the company should be more adapted to the needs of the 'digital society'. This paper aims to discuss how Statistics Norway is branding itself, how the company is perceived in the eyes of the students and what are the most attractive communication channels that enable to reach prospective employees with the skills and behaviours that are necessary for organisation to succeed. Particularly, experiences from building the new website of Statistics Norway will be emphasized as well as other channels such as career fairs and company presentations on campuses will be overviewed, which believed are necessary tools in strengthening employer brand.
  • Learning and development in challenging times
    Eurostat's 2012 Learning and Development Framework clearly sets out Eurostat's ambition to become a learning organization. This discussion paper proposes that, in times of economic uncertainty, reorganizations and staff reductions, it is possible to "do more with less" in areas of learning and development, by explaining and incorporating informal and non-formal training opportunities.
  • A competence profile for staff supporting the European Statistical System
    European statistics have become increasingly important for the development, implementation, monitoring and evaluation of European Union (EU) policies. European statistics, therefore, make an essential contribution to building the information capacity needed to sustain the EU’s strategic objectives and its underlying policies and supporting instruments.
  • Why and how to improve competence descriptions and evaluations in a statistical institute?
    The production of official statistics is based on a diversity of skills and competences ranging from technical and practical skills to specialised skills in IT or mathematical statistics. However, we have not always been identifying and describing these competences in a systematic way. In a situation where we are facing both internal and external challenges we need to address this issue in order to ensure that we recruit the right people and that we provide targeted training. On the internal side we are facing new requirements linked to changing technology and working methods combined with a loss of experienced staff due to retirement in the coming years. The external challenges are linked to a situation where the persons we recruit have more diversified background and we are not sure that numeric skills always are at a sufficient level. We will also need to better specify the training and competences we expect from those recruited in order to handle the day to day operations of data collection, control, editing, documentation and dissemination. The paper will describe how Statistics Norway has been working on a framework for competence description, closely related to the present business model. Some experiences from competence mapping in practice will also be explained, and how training needs better can be identified.
  • Beyond vocational training: Competence management at Statistics Sweden
    Traditional training is undoubtedly very important for the competence development at Statistics Sweden. Nevertheless, probably more than 90 percent of all professional learning takes place in daily work situations. In consequence, Statistics Sweden has launched a competence strategy with different measures for improving everyday learning in focus and becoming a learning organisation.
  • Statistics Finland’s personnel survey
    Statistics Finland’s policy on human resources development is laid out in its Operational Strategy and Policy outlines of personnel strategy. The Personnel Survey is both a strategic measure and a tool that Statistics Finland has been using since 1998. The Survey itself and the exploitation of its results have been developed in long-term co-operation between the agency’s management, human resources management and trade unions. The electronic inquiry is comprised of a section of questions (from the Ministry of Finance Barometer Survey) which facilitates comparisons with other central government organisations, and a section of Statistics Finland’s own questions. The annually conducted Survey can be supplemented with topical, thematic questions. The theme studied in 2012 was securing competence in change situations. As a strategic measure the job satisfaction index describes the personnel’s satisfaction with leadership, contents and challenges of work, remuneration, development opportunities, work atmosphere and co-operation, working conditions, flow of information and employer image.
  • The improvement of HR management by using Lean
    A major challenge for all organizations is to improve efficiency and to ensure continuous improvement. For the HR department this is a double challenge as the HR department itself should meet the requirements of the organizations it serves in an efficient way, and the HR department should be an active partner in promoting and training improvement actions in relation to the main tasks of the organization. Thus the HR department of Statistics Norway for some time has tried to profit from some principles and methods based on Lean in order to improve its own operations.
  • Methods and main results of staff migration motivation research
    An indispensable condition of the effective long-term human resource management is to create and retain high quality manpower. Considering the fact that in Hungary there is no such comprehensive tertiary education providing the complex knowledge necessary for the work in the statistical office, it is a crucial task to keep the best staff and prevent workforce migration. The following study presents three pilot programmes and some main results of migration motivation research analysing the reasons and types of fluctuation in the Hungarian Central Statistical Office (HCSO).
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