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Session 4: 3 papers on recruitment and training of new staff members HRMT workshop 5-7sept. 2012. Tine Stets, Senior advisor, Human Resources, Statistics Denmark. C ommon challenges for the statistical agencies.
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Session 4: 3 papers on recruitment and training of new staff membersHRMT workshop 5-7sept. 2012 Tine Stets, Senior advisor, Human Resources, Statistics Denmark
Common challenges for the statistical agencies Improve the ability to attract/ recruit the right people (graduates) with the right skills Improve the ability to retainthe right people (graduates) with the right skills Problems – some seems to be common too: reduced applicant bases (especially for statistical expertise) new competences needed due to changes in the production methods public sector seen as less favourable for a career compared to private sector for analytical posts: less career opportunities hierarchically salaries not competitive image?
3 different solutions regarding recruiting and retaining staff Before appointment 2 recruitment schemes in the UK: centralised and rigorous 2 days process, strict educational qualifications After appointment 2 comprehensive development programmes in the ABS the first 9 months: to transition graduates and to accelerate development of the top 10 % - an example of Best Practice? A extensive induction programme in Eurostat: 3 workplace rotations during 27 months and tailor-made training
Common features in solutions Learning and development (professional and personally) Active career management and guidance Support from managers (mentoring and coaching) What can attract and retain the Y-Generation? - the above mentioned? - a new concept of career? ”Accumulating and transferring competencies from one job to another by broadening the expertise of the person” (Eurostat, CIPD)
Comments to the UK 1. Have you considered potential benefits from a less centralized recruitment scheme given the problems mentioned with pay is decentralised and creates its own marked problems relocation issues in a decentralised statistical system 2. Maybe the centralised recruitment schemes can give you useful information on how to attract, retain and motivate the graduates 3. Which part of the programmes from the ABS and Eurostat can be an inspiration to the questions you raise in “further thoughts”
Comments to the ABS Two very impressive and ambitious programmes. Graduate Development Program: 1. Have you made at business case on the GDP? Retention rates on the 2., 3. and 4. years after appointment? 2. Explain some practicalities: proportion of work hours spend on the program for the participants?, does the new starters begin at the same time at the ABS?, location problems and travel expenses Graduate Leadership Program: 1. Elaborate on the need to initiate the program. Why is it the first program in the Australian public sector, and why in the ABS? 2. Simultaneously participation in the GDP and GLP or…? Please explain. 3. Have you made at business case on the GLP? 4. Reactions from the colleagues and managers at GLP?
Comments to Eurostat A bold program challenging some of the usual practices on recruiting in Eurostat. You mention many relevant challenges and recommendations, especially: offer appropriate learning and development actions offer a mentor an informal junior network Maybe the biggest challenge: To commit the Y-generation to 5-7 years of employment in Eurostat. A psychological contract is a fragile basis. Maybe an somewhat different programme with at less demanding ”investment of return”?
