New areas of development for hr professionals project and change management at the epo
Download
1 / 10

New Areas of Development for HR Professionals: Project and change management at the EPO - PowerPoint PPT Presentation


  • 64 Views
  • Uploaded on

New Areas of Development for HR Professionals: Project and change management at the EPO . R. Ernst. November 2008. OUTLINE OF THE PRESENTATION. Why the creation of HR-change management in the EPO ? Prince 2 Methodology In which areas. 1 Example further detailed: Flexi-time

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about ' New Areas of Development for HR Professionals: Project and change management at the EPO ' - river


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
New areas of development for hr professionals project and change management at the epo

New Areas of Development for HR Professionals: Project and change management at the EPO

R. Ernst

November 2008


Outline of the presentation
OUTLINE OF THE PRESENTATION

  • Why the creation of HR-change management in the EPO ?

  • Prince 2 Methodology

  • In which areas.

  • 1 Example further detailed: Flexi-time

  • First experiences


Why change management in hr
Why Change Management in HR?

  • MORE PRO-ACTIVE HR POLICY MAKING

    - Many new HR challenges in the framework of Strategic Renewal require a rigorous HR prioritisation and project management

    - Policy-making overlapwith daily business did not work

    - Bringing responsibility for HR-Policies, Service Regulations and HR Communication together in one directorate.

  • INCREASED INVOLVEMENT OF STAKEHOLDERS

    - Managers, staff and Staff Committee increasingly request for early and intensive involvement

    - Complexity of projects, because of automation and financial restrictions

  • CAPACITY FREED UP BECAUSE OF REORGANISATION OF HR FUNCTION

    - office-wide instead of site based organisation


From a site based to an office wide structure
FROM A SITE-BASED TO AN OFFICE-WIDE STRUCTURE

BEFORE the restructure: HR as units of three different PDs:

PD 4.3

Munich

PD 4.7

The Hague

Berlin

PD 4.5

Vienna

UNIT

Administration

DIR

Personnel

Administration

DIR

Finance

DIR

Personnel

SUB-UNIT

Personnel

DIR

HR Managers

Training

Welfare

DIR

Infrastructure

SUB-UNIT

Infrastructure

DIR

Building Project

Management

DIR

Compensation

& Benefits


From a site based to an office wide structure1

DIR

Regulations

& Change Mgmt

DIR

Compensation

& Benefits

DIR

Staff Services

DIR

HR Line Mgmt

Support

FROM A SITE-BASED TO AN OFFICE-WIDE STRUCTURE

AFTER the restructure:

HR in one single PD with clear roles for each directorate

PD

Human Resources

DIR

Training

& Development

POLICY

OPERATIONS


Prince 2 methodology
Prince 2 Methodology

Prince 2 methodology :

- is official EPO project methodology

- ensures structured and disciplined processes

- allows for close involvement of stakeholders

- common language/understanding of all involved

- obliges careful preparation


In which areas
In which areas ?

Administration : - working time

- duty travel

- special leave

- review of workflows / administrative procedures

Development : - professional development concept

- personal development plans

- future staffing landscape

- promotion board structure


The example of flexi time
The example of flexi-time

  • Commitment by the President of the Office as result from Strategic Renewal and Human Capital Survey

  • Written mandate by top management

  • Drafting of Project Initiation Document

  • Project Board : senior providers, users representatives, staff committee

  • Project Team : varying composition according to stage of the project

  • Communication/involvement strategy : pilots, presentations at request, intranet, frequent asked questions, paper

  • Formal consultation : GAC, COHSEC

  • Linking up with political decision takers

  • Automation problems

  • Managing expectations

  • Implementation

  • Review


First experiences
First experiences

  • Positive :

    - 100% availability of Project Manager

    - prince 2 methodology created effective structure, but has to be applied with flexibility

    - close link with policy decision takers

  • Negative :

    - risk that HR-Colleagues start perceiving projects as more important than operations

    - project management experience restricted to few professionals

    - balancing of work load (one big project, combined with two smaller)



ad