This presentation by the OECD on the “STRATEGIC HUMAN RESOURCE MANAGEMENT Survey 2015" was made at the meeting of the OECD Working Party on Public Employment and Management on 20-21 April 2015. For further on information on the OECD work on Public Employment and Management please see http://www.oecd.org/gov/pem/.

1. STRATEGIC HUMAN
RESOURCE
MANAGEMENT
SURVEY 2015
Working Party for Public Employment and Management
April 21, 2015

2. PAST SHRM SURVEYS

3. 2010 SHRM Survey: unique data for
PEM at OECD

4. Relevance of SHRM Survey
• There is no other comprehensive,
internationally comparative HRM
practices dataset in the world
• The World Bank’s Actionable Governance
Indicators (AGI) contains a tool to collect
HRM practices data, but it is available
only for a few non-OECD countries
• Carried out twice: in 2005 and 2010

5. SHRM data in G@G 2009
• Composite indicators on:
– delegation in HRM to line ministries
– recruitment systems used in government
– extent of use of performance assessment
– extent of use of performance pay
• Indicator on:
– senior civil service HRM practices
– employment of women in central government
– aging workforce - % of those 50 years or older

6. SHRM data in G@G 2011
• Composite indicators on:
– strategic HRM
– senior civil service practices
– delegation of HRM practices to line ministries
– extent of use of performance assessment
– Extent of use of performance-related pay

7. SHRM data in G@G 2011
• Indicators on
– turn-over of civil servants with change of
government
– aging central government workforce
– public workforce restructuring
– extent of union involvement in HRM issues
– average working hours in central government
– Absenteeism

8. SHRM data use in HR Reviews
• Provides baseline information on what
OECD countries do
• Allows comparisons to other country
practices
• Puts practices of reviewed country to an
international perspective
• Over time allows to track development of
practices in reviewed country

9. SURVEY BASED ON AN
INTEGRATED FRAMEWORK

10. Survey redesign should be informed by the following
principles for integrated strategic HRM:
• HRM should be aligned with vision and mission of
the organization with an holistic approach to
integrate the various internal groups
• The most important HRM functions should be
integrated horizontally ( i.e. recruiting,
development and training, appraisal and pay)
• Relevant stakeholders should participate in
developing and implementing the HRM concepts
• HRM activities should be evaluated objectively.
Principles for integrated SHRM:

11. Governmental Strategy and Vision / Organizational Development/Social Dialogue
LeadershipandCollaboration/Governance
Strategic Workforce Planning
Quantity and Quality
HR-Development – Managing Competencies
HR-Policies (Gender, Diversity, Engagement, Compliance,Corporate Health Management (wellbeing )
HR-VisionandEvidence-basedPolicies(Surveys)
Recruiting
Recruiting Strategies
Employer Branding
Job Placement:
Internal/External
Education
Trainees,
Students,others
Organisational Development
Org Structures
Standards
Workflow
Job Profiles, Job Descriptions
Workforce Data
KPI, Risk and Quality Management
Leadership Development Training of Staff
Competency-based, individual
and modular. Seminars, Job
Rotation, Web-based…
Compensation including
performance related
payment
Competence Model
Career paths
Dialogue-based
appraisal
Succession / dev.
planning
HR-Instruments
IT-Support of HRM Functions
Target Management Incentives
HR-Development, Target
Management, Performance
related Payment
Survey design guided by an Integrated
Strategic HRM Model

12. PROPOSAL FOR SHRM
SURVEY 2015

13. Potential areas of the survey
• Legal and Institutional Context
• Size and shape of the central public administration
• Data and Evidence-Based HRM
• HR Strategy and Workforce Planning
• Attraction and Retention
• HR Development and Performance
• Compensation Structure and Determination
• Senior Leadership
• HRM Policies
• HRM for Innovation

14. Methodological considerations
• Explore the possibility of asking countries
to update some answers from the 2010
survey.
• Data at the organizational level: possibility
of developing a “sub-survey” administered
by PEM representative?
• Reference group which can provide input
into the survey design and test the survey

15. Questions for Discussion
• Of the areas in the survey, which are current priorities?
– Which comparative data would provide the most value added for
the immediate and longer-term strategic HRM challenges in your
country?
• Where is relevant workforce/HRM data held?
– Is it centralised nationally or held at the organisational level?
• Do you support the idea of creating a sub-section of the survey
to be administered at the ministry level?
– Should this be conducted in all countries, or only a subsection?
– How many ministries/agencies should be included?
• Would you like to participate in the survey design reference
group?