Danielle Bossaert - HR praktijken


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WERKelijk Grenzeloos 2009: Danielle Bossaert over HR praktijken in Europese Lidstaten.

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Danielle Bossaert - HR praktijken

  1. 1. How to Promote an Effective Development of Human Resources? Danielle Bossaert Learning to build Europe
  2. 2. Points of Discussion: <ul><li>The significance of an effective HR development in public administrations </li></ul><ul><li>What is meant by staff development? </li></ul><ul><li>What is the challenge of HR development? </li></ul><ul><li>Best practice case study: Tike – Finland </li></ul><ul><li>European trends in the field of HR development </li></ul><ul><li>What are key elements of an effective HR strategy? </li></ul>
  3. 3. The Significance of an Effective HR Development in Public Administrations <ul><li>The rapidly changing technological, economic and social environment </li></ul><ul><li>HR development has become an important lever for facilitating change </li></ul><ul><li>The significance of concepts such as « learning organizytion » and « knowledge society  » </li></ul><ul><li>An innovative and professional HR development policy is enhancing the attractiveness of the organization </li></ul>
  4. 4. What is Meant by Staff Development? <ul><li>« The skillful organisation and provision of training in the workplace in order that performance can be improved , that work goals can be achieved, and that, through enhancing the skills , knowledge , learning ability and enthusiasm of people at every level, there can be continuous organisational as well as individual growth  ». </li></ul>
  5. 5. The Key Challenges of HR Development (the Competencies Iceberg) Skills and knowledge Behaviours Values Traits Attributes Motives Easy to identify and develop - usually defines satisfactory performance More difficult to identify and develop - often defines superior performance
  6. 6. Finland: An Overall View of Strategic HR Development in the Context of Change <ul><li>Some facts about Tike: </li></ul><ul><ul><li>Tike = the Information Centre of the Ministry of Agriculture and Forestry; employs 300 employees; an operative organisation to provide services for the MAF (statistics authority, handles subsidies to farmers and rural entrepreneurs; produces administrative services for clients). </li></ul></ul><ul><ul><li>It operates as part of the EU agency. </li></ul></ul>
  7. 7. The Challenges of HR Development <ul><li>Change management: </li></ul><ul><ul><li>In the 90s, the role of Tike increased much as a consequence of Finland’s membership in the European Union </li></ul></ul><ul><li>Learning organisation : </li></ul><ul><ul><li>During that period, Tike has been forced to learn and to renew its functions, competencies and ways of working </li></ul></ul><ul><li>Organisational growth and increased workload </li></ul><ul><ul><li>The productivity demands of Tike have grown and Tike had to integrate many new staff during that period </li></ul></ul>
  8. 8. The Strategic, Competence-based Approach <ul><ul><ul><li>Strategic goals (values) </li></ul></ul></ul><ul><ul><ul><li>HR strategy </li></ul></ul></ul><ul><ul><ul><li>Process improvement </li></ul></ul></ul><ul><ul><ul><li>Work role description </li></ul></ul></ul><ul><ul><ul><li>Identification of needed competencies at group and at individual level </li></ul></ul></ul><ul><ul><ul><li>Tailor-made training programmes </li></ul></ul></ul>
  9. 9. The Strategic, Competence based Approach <ul><li>Competence development </li></ul><ul><li>Implementation of the strategy and process improvement </li></ul><ul><li>Most work roles are identified through processes </li></ul>
  10. 10. The Implementation in Practice: at Structural Level <ul><li>Development unit as a key new structure </li></ul><ul><ul><ul><li>Reports to the Director-General </li></ul></ul></ul><ul><ul><ul><li>2 full-time worker and one half-time worker </li></ul></ul></ul><ul><ul><ul><li>Works as an internal Consultant and Trainer </li></ul></ul></ul><ul><ul><ul><li>Development of Competence Management (organisation of possibilities, structures, action plans, instructions and tools for development and learning at all levesl) </li></ul></ul></ul><ul><ul><ul><li>Development of Quality Management (Customer relationship management, process improvement, QM tools) </li></ul></ul></ul><ul><ul><ul><li>HR and quality-related questionnaires and reports </li></ul></ul></ul><ul><ul><ul><li>Well-being issues </li></ul></ul></ul><ul><ul><ul><li>Rewarding and feedback </li></ul></ul></ul><ul><ul><ul><li>A Steering Committee, run by the DG, meets regularly to supervise the Project Group’s work </li></ul></ul></ul>
  11. 11. The Implementation in Practice: at HR Strategy Level <ul><li>Strategic personnel planning </li></ul><ul><li>Annual development discussions </li></ul><ul><li>Identification of training needs and tailor-made training programmes </li></ul><ul><li>A strong focus on competence development goals </li></ul><ul><li>Development of well-being in the work context and a supportive rewards system </li></ul>
  12. 12. The Implementation in Practice: at Cultural Level <ul><li>Promotion of a learning oriented work culture </li></ul><ul><li>Valorization of individual development </li></ul><ul><li>Implementation of collaborative methods, common learning and continuous development and knowledge sharing </li></ul><ul><li>Combination of well-being and productivity goals </li></ul>
  13. 13. Main Factors of Success <ul><li>Work culture has developed through management commitment </li></ul><ul><li>Development needs effective communication and courage to both agree and disagree </li></ul><ul><li>The creation of key roles competence target profiles is one of the main future goals </li></ul><ul><li>Development occurs step by step and you should never stop trying, although setbacks are a part of progress. </li></ul>
  14. 14. Common European Trends of Staff Development <ul><li>Significance of competence management approaches </li></ul><ul><li>Staff development is not a stand-alone activity </li></ul><ul><li>Shift from class-room training to more interactive and varied learning methods </li></ul><ul><li>Identification of training needs during staff evaluations </li></ul><ul><li>From standardized training to more tailor-made training </li></ul>
  15. 15. What are Key Elements of an Effective Staff Development Strategy: Exchange of Experiences <ul><li>To your experience, (1) what are important elements of an effective staff development strategy and (2) which are the major obstacles? </li></ul><ul><li>How to overcome these obstacles and how to rally people around organizational change? </li></ul>