Human Resources Management in Periods of Major Changes

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Human Resources Management in Periods of Major
Changes  

•  Experience of the State Statistical Office of
  the Republic of Macedonia
• Ms Blagica Novkovska, MSc

2
Managing human resources under organisational
changes, changes in the budget or the statistical
system or other changes key factors and possible
solutions

• What are the typical types of changes that affect
  HR management in statistical offices?  
•  Externally
• Independence of the Republic of Macedonia
• EU integration processes
• National laws

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Managing human resources under organisational
changes, changes in the budget or the statistical
system or other changes key factors and possible
solutions

• What are the typical types of changes that affect
  HR management in statistical offices?  
•   Internally
• Adoption of new methodologies, standards
• Acts on Organisational Structure
• Different tools (Vocational Training Plan, Cost
  Calculation System etc.)

4
What are the factors or issues that are
special for HR management in official statistics?
What are the consequences of these issues on HR
management at statistical offices? 
5
Are there effective tools or methods in HR
management that can be used to mitigate the risk
of negative impact from changes?  

• Employees position to changes
• not flexible
• not adaptable
• bureaucratic behaviour
• Motivating the employees
• job rotation in different sectors every 3-5
  years
• newcomers to pass part of their work engagement
  in the regional offices
• description of every work position to promote
  autonomy and responsibility of every
  administrator, as well as team work
• adopt Ethical Code of Behaviour of the employees
  in the Office.

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Which tools are used in HR management for the
support of changes (e.g. time controlling)?

• Self assessment -CAF
• Plan for Human Resources Development
• Annual Training Plan for 2008
• Survey to measure the satisfaction of the
  employees (October, 2007)
• Developing a Cost Calculation System
• Separate Department for Human Resources
• In-house training
• INTRANET 

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Difference in the profile of employees before
and after major changes

• What are the consequences for the organisation
  and for the individual employee when the profile
  of employees does not match the needs of the
  statistical office?
• Consequences for the organisation
• additional burden
• additional costs for training
• Consequences for the individual employee
• additional training
• change of the post

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In what ways can you change the profile of
employees to meet the needs of the statistical
office? What are the advantages and disadvantages
of the different methods (e.g. different types of
training, use of incentives, recruitment policy)?

• ,,YOU CAN COUNT THE SEEDS IN AN APPLE, BUT YOU
  CAN'T COUNT THE APPLES IN A SEED''
• Ken Kesey

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Globalization as a new challenge-new skills for a
new world

• The kinds of skills needed to meet the challenge
  of earning a living in the 21st century -
  flexibility, adaptability, collaborativeness and
  problem-solving prowess - bear a one to - one
  congruence with the constellation of skills and
  outlooks needed to engage in every other key
  participation opportunity related to human
  capacity development.
•  
• Source Critical Transitions Human Capacity
  Development Across the Lifespan, Beryl Levinger

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• Thank you for your attention!