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Diversity Management at the Bundesagentur
für Arbeit (BA) –Single Case Study
Dr. Beatrix Behrens, Head of Division, HR Pol...
Seite 2
Diverse Challenges for HRM in the Public Sector
• Volatile Environment, Internalization, Migration …………
• Greater ...
Seite 3
Representative employee survey shows equal opportunity
and cultural diversity are issues for the future *
Equality...
Seite 4
Employees with a migration background: 16%
Employees from over 75 nations
Rate of severely disabled: 9,6 %
Average...
Seite 5
Challenges
Demographic
change and the
extension of
working life
Staff getting
older and
more diverse
Promoting and...
Seite 6
• Diverse staff matches the needs of changing and diverse
markets and customers (promoting service
orientation/cus...
Seite 7
BA 2020 Strategy
Leadership and cooperation
HR policy
Diversity
management
HR -Development
Leadership and cooperat...
Seite 8
Leadership
means for
us
Provide orientation
- Commit oneself to the vision
- Communicate the business orientation
...
Seite 9
sub-competencesbasic competence
result orientation/implementation
shaping
(+)
(++)
(+++)
* = for managers only
act...
Seite 10
Overall system of HR development at BA
Job and skills
profiles
Controlling
HR development
Performance and
develop...
Seite 11
"Diversity“: To demand and to support
Utilization of individual skills
Integral part of HR development
HR develop...
Seite 12
Phase 2 Phase 3Phase 1 Phase 4
Career (second phase)
Occupational
development
(horizontal/vertical)
Returning aft...
Seite 13
Promoting and
strengthening
personal
responsibility
Work-Life-Balance
as non-material
performance
incentive
Emplo...
Seite 14
▬ Flexible working hours / part-time / long-term in working time accounts
▬ Alternate teleworking / mobile workin...
Seite 15
Appreciation and
making use of
experience and
knowledge even
beyond the active
professional phase
▬ Fixed-term re...
Seite 16
▬ individual re-entry plan and
competency-based trainings
▬ HR-consultancy provided
▬ dialogue to finalize the
in...
Seite 17
The BA employees with a high number of severely
disabled people
SB-Quote BA
2014
9,6%
Gesetzliche
SB-Quote
6,0%
R...
Seite 18
Several interventions in the Bundesagentur für Arbeit
to include severely disabled people
1) Computerunterstützte...
Seite 19
Activities how to foster employees with migration
background in the BA (examples)
Targeting people with migration...
Seite 20
Overview of survey results
regarding Diversity at BA 2012-2014
Seite 21
Climate for inclusion
Climate,
Appreciation,
Diversity
Employee Health Survey 2012 at BA
questions regarding clim...
Seite 22
 A good climate for inclusion:
– reinforces the positive effect of usage of personal competencies on
employee jo...
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Presentation by Beatrix Behrens on "Diversity Management at the Bundesagentur für Arbeit (BA) –Single Case Study" made at the meeting of the OECD Working Party on Public Employment and Management on 20-21 April 2015

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This presentation by Dr. Beatrix Behrens, Head of Division, HR Policy, Federal German Employment Agency on "Diversity Management at the Bundesagentur für Arbeit (BA) –Single Case Study" 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/.

Published in: Government & Nonprofit
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Presentation by Beatrix Behrens on "Diversity Management at the Bundesagentur für Arbeit (BA) –Single Case Study" made at the meeting of the OECD Working Party on Public Employment and Management on 20-21 April 2015

  1. 1. Diversity Management at the Bundesagentur für Arbeit (BA) –Single Case Study Dr. Beatrix Behrens, Head of Division, HR Policy | Federal German Employment Agency
  2. 2. Seite 2 Diverse Challenges for HRM in the Public Sector • Volatile Environment, Internalization, Migration ………… • Greater need for equal opportunity policies inside public administration to enhance employee engagement • Need for strong Gender Policies and Diversity Management to tap potentials • Incorporation of Gender Mainstreaming as an important cross-cutting issue within a diversity framework • Increasing average age of the staff/ageing workforce • Loss of know-how following (age-related) fluctuation • Decreasing half-value of knowledge • Shortage of specialists and young talents to be recruited –need to address new target groups as employees for the public sector • Transfer of National Action Plans into corporate action at the BA 2
  3. 3. Seite 3 Representative employee survey shows equal opportunity and cultural diversity are issues for the future * Equality of opportunity is an important issue for employees ▬ about 80% vacate the issue of equal opportunities a high to very high priority Cultural diversity and intercultural aspects are the topics of the future ▬ 72% confirm that intercultural aspects in recent years have become increasingly important in everyday work ▬ 65% say they regularly need intercultural competence in the area of responsibility *Representative sample survey of BA-employees SGB III (July 2013) and SGB II (July 2014) Dr. Beatrix Behrens© Bundesagentur für Arbeit
  4. 4. Seite 4 Employees with a migration background: 16% Employees from over 75 nations Rate of severely disabled: 9,6 % Average age: 44years Females: 70% Women in leading positions: 46,6% Diversity is part of everyday life at the BA Dr. Beatrix Behrens© Bundesagentur für Arbeit
  5. 5. Seite 5 Challenges Demographic change and the extension of working life Staff getting older and more diverse Promoting and securing work ability (Competence, Health, Engagement) The BA’s response to these challenges: - An integrated HR Management - Diversity Management - Employee Engagement - Corporate Health Management Integrated approaches needed to be an innovative and attractive employer Dr. Beatrix Behrens© Bundesagentur für Arbeit
  6. 6. Seite 6 • Diverse staff matches the needs of changing and diverse markets and customers (promoting service orientation/customer orientation) • Diversity or managing individual and diverse competencies is a contribution towards empowering and motivating staff (staff engagement) • Diversity promotes innovation • Diversity can increase effectiveness, efficiency and competitiveness on various levels • Managing diversity needs good leadership and sensitive leaders to “reshape” thinking patterns and to shape a value driven culture Diversity: A Key Factor for Organizational Success 6
  7. 7. Seite 7 BA 2020 Strategy Leadership and cooperation HR policy Diversity management HR -Development Leadership and cooperation HR-Strategy Integrated Human Resource Management at the BA
  8. 8. Seite 8 Leadership means for us Provide orientation - Commit oneself to the vision - Communicate the business orientation - Set up change processes - Consistently pursue demanding yet achievable targets - Set priorities Set the framework - Set standards for effectively and efficiently getting the job done - Make it clear that one intends to put things in shape Establish scope for action - Delegate competence and responsibility - Leave scope for individual action - Accept learning from mistakes - Involve in decision-making processes - Encourage constructive criticism and support change Provide support - Develop staff by the principle “to demand and to support” - Pursue equal opportunity policy and actively oppose discrimination - Make transparent the job expectations of one’s staff - Defining the rules of the game + the communication structures - Offer help to staff in getting the job done - Help staff to adapt to change Basic principles for leadership and cooperation Hertie School, Oktober 2014 © Bundesagentur für Arbeit, Geschäftsbereich POE, POE 1 – Personalpolitik
  9. 9. Seite 9 sub-competencesbasic competence result orientation/implementation shaping (+) (++) (+++) * = for managers only activity and implementation competence change competence/initiative goal orientation personal competence high working capacity learning competence and ability to answer criticism credibility / trustworthiness* specialist/meth od competence care/conscientiousness planning social communication competence customer orientation employee orientation* personal consulting problem solving delegation* ability to work in a team discussion/argumentation Sub-competences in the competence model Hertie School, Oktober 2014 © Bundesagentur für Arbeit, Geschäftsbereich POE, POE 1 – Personalpolitik
  10. 10. Seite 10 Overall system of HR development at BA Job and skills profiles Controlling HR development Performance and development interviews Basic principles for leadership and cooperation HR development tools Development paths Performance management Result of COCOPS research project (2013) showed, that the implementation status of the HR development-tools at the German Public Employment Service is on a high level. Hertie School, Oktober 2014 © Bundesagentur für Arbeit, Geschäftsbereich POE, POE 1 – Personalpolitik
  11. 11. Seite 11 "Diversity“: To demand and to support Utilization of individual skills Integral part of HR development HR development and therefore diversity management as management responsibility AdministrativecultureattheBA Value-basedHRpolicy Diversity Management as a part of HR development at the BA Dr. Beatrix Behrens© Bundesagentur für Arbeit
  12. 12. Seite 12 Phase 2 Phase 3Phase 1 Phase 4 Career (second phase) Occupational development (horizontal/vertical) Returning after long family phase care for relatives that are in need for care School Apprenticeship/ academic studies Career entry Returning after phase of parenthood Career (start) “Active retirement” “Rush hour of life” Promoting beneficial working relationships – Fostering work engagement throughout all phases of life – Engagement Index Lifelong Learning, Exchange and transfer of Knowledge Corporate Health Management Life-phase oriented HR policy at the BA: Fostering work engagement and performance of the organisation Dr. Beatrix Behrens© Bundesagentur für Arbeit
  13. 13. Seite 13 Promoting and strengthening personal responsibility Work-Life-Balance as non-material performance incentive Employer branding ▬ Dialogue-based management tools (LEDi) considering personal career and life plans for the different age groups ▬ Analysis and promotion of potential within HR development ▬ Modular skills development ▬ Three-phase concept for return to work ▬ „Organization service for children and care“ (OKiP) ▬ Skills development with Care/childcare (including services for women/men returning to work) ▬ Flexible working hours / part-time / long-term in working time accounts ▬ Alternate teleworking / mobile working ▬ Training on part-time basis ▬ Mobility offers (also for partners) ▬ Counseling for re-entry into working life ▬ Promotion and support of networking 2nd phase: compatibility of work and private life “Rush hour of life” Life-phase-oriented HR policy at the BA – 2nd phase Dr. Beatrix Behrens© Bundesagentur für Arbeit
  14. 14. Seite 14 ▬ Flexible working hours / part-time / long-term in working time accounts ▬ Alternate teleworking / mobile working ▬ In-house health management system and operational integration management ▬ Sensitivity training for managers with regard to older employees ▬ Analysis and promotion of potential within HR development ▬ Modular skills development ▬ Vertical and horizontal personnel development without age limits ▬ Web-based training tools with tutors ▬ “Organisation service for children and care” (OKiP) ▬ Training measures such as “In the middle of life” or “Preparation for retirement” ▬ Older Employees as trainers and mentees ▬ Concept for know-how transfer before retirement (currently in test) Life-phase-oriented HR policy at the BA – 3rd phase 3rd phase: compatibility of work and private life/age structured policy Promoting and strengthening personal responsibility Seeing age and ageing as an opportunity Work-Life-Balance as non-material performance incentive Employer branding Lifelong learning Dr. Beatrix Behrens© Bundesagentur für Arbeit
  15. 15. Seite 15 Appreciation and making use of experience and knowledge even beyond the active professional phase ▬ Fixed-term recruitment of retirees ▬ Training activities ▬ Setting up and counseling of international labor administration ▬ Mentoring, tutoring ▬ Participation in and counseling of projects ▬ … 4th phase: “Active retirement” “Rush hour of life” Life-phase-oriented HR policy at the BA – 4th phase Dr. Beatrix Behrens© Bundesagentur für Arbeit
  16. 16. Seite 16 ▬ individual re-entry plan and competency-based trainings ▬ HR-consultancy provided ▬ dialogue to finalize the initiation 3rd phase (after)1st phase (before) ▬ employee appraisal ▬ contact persons ▬ regular information ▬ offer for acces to intranet ▬ discussions on individual plans and preferences 2nd phase (during) ▬ project work, training activities ▬ participation in seminars and meetings ▬ information material ▬ competence self-assessment ▬ information events (1x p.a.) ▬ dialogue in preparation of return Re-Entry into work after i.g. parental leave: A dialogue-based „ 3-phase-concept“
  17. 17. Seite 17 The BA employees with a high number of severely disabled people SB-Quote BA 2014 9,6% Gesetzliche SB-Quote 6,0% Rate of severely disabled employees 2014 BA 9.6% 10,141 Severely disabled employees in the Bundesagentur für Arbeit Integration agreement 2010 BA 8.7% Legal rate of severely disabled employees 6.0% Dr. Beatrix Behrens© Bundesagentur für Arbeit
  18. 18. Seite 18 Several interventions in the Bundesagentur für Arbeit to include severely disabled people 1) Computerunterstützte Arbeitsplätze für nichtsehende, schwer sehbehinderte sowie motorisch behinderte Mitarbeiter/-innen der BA = Computer-assisted workplaces for sightless, severely visually-impaired and physically handicapped employees of the BA 2) Betriebliches Gesundheitsmanagement = Workplace Health Management 3) Betriebliches Eingliederungsmanagement = Integration Management Best practice, awareness, seminars, conventions, media Web based trainings, Competence centre CANS 1) , leadership qualification Employee appraisals Cooperation, marketing, internship, selection process Accessible building, IT workplaces, BGM 2) , BEM 3) , flexible working Inclusion Communication Qualification Personnel development Recruitment Working conditions/ infrastructure Severely disabled people Dr. Beatrix Behrens© Bundesagentur für Arbeit
  19. 19. Seite 19 Activities how to foster employees with migration background in the BA (examples) Targeting people with migration background in job advertisements and marketing Basic training module : intercultural awareness Culturally fair and competence based selection processes Raising authority’s awareness for migration (observation trainings in case of personnel selection) Seminars “diversity management” for special target groups: executives, HR, consulting and placement specialists Several web based trainings in the field of diversity Individual planning and development of potentials central career website Recruitment Qualification Personnel development Leadership Recruitment video: “Enter with diversity“ Flyer: “Cultural diversity – a benefit for all!” Places at the university of the BA for foreign labour administration employees Consolidation training module “intercultural competence” in process of planning Integration of the topic “diversity” in the range of leadership seminars Dr. Beatrix Behrens© Bundesagentur für Arbeit
  20. 20. Seite 20 Overview of survey results regarding Diversity at BA 2012-2014
  21. 21. Seite 21 Climate for inclusion Climate, Appreciation, Diversity Employee Health Survey 2012 at BA questions regarding climate for inclusion  Our team is characterized by a positive working environment from in which employees can "be themselves".  In our team work-life balance is important.  Our team solves internal conflicts effectively.  In our team, employees are valued as people and not just for the work they provide.  In our team, there is a culture which appreciates the individual differences of team members.  In our team, employees are encouraged to provide their own input.  In our team, input of every employees is to be seriously considered.  Our team uses experiences and skills of all employees to reconsider working practices.  Executives at BA act in accordance with the belief that diversity in the workplace can improve performance of the organization.
  22. 22. Seite 22  A good climate for inclusion: – reinforces the positive effect of usage of personal competencies on employee job satisfaction – thus acts as an amplifier of competencies as a work-related resource – while also directly increases job satisfaction Employee Health Survey 2012 at BA climate for inclusion at BA as a moderating factor hoch gering .37** .046* .47** Competencies Climate for inclusion Job satisfaction Multiple Regression F = 633.78, df = 2.0, p = .000, R2= .500, ∆ R2 = .002

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