Strategic HR in the Netherlands:
HR Strategy 2020 for central PA
EUPAN/HRWG
Dublin, 5 April 2013
Herma Kuperus
BZK/DGOBR/OPR
Overview
The Dutch case
•
Organisation of HR within central public administration (PA)
•
Challenge to develop a shared HR strategy 2020
•
How we did it: the process
•
What came out: the content
•
Lessons learned
•
How to become a (better) strategic partner
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Central PA in NL
• App. 117.000 employees (civil servants)
• 10 Ministries (excl. Ministry of Defence) with > 40 Agencies
• 1 collective labour agreement (Ministry of Interior coordinates)
• Ministries are responsible for own ICT, HRM & operational management
• Ministry of Interior responsible for interdepartmental coordination and
harmonisation, general policies for PA
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Organisation of HR
Ministry of the Interior and Kingdom Relations (BZK)
Ministers
- Minister for Interior and Kingdom relations
- Minister for Housing and Central PA (since Nov. 2012)
SG
DG BK
DG OBR
DG ABD
Director
Director
OPR
Director
Director
Director IR
Director
Director
Director
FHIR
Director
DG
DG
Min
1
DG
Min
2
Dir HR
Dir HR
DG
DG
DG
Min
3
DG
DG
Min
9

SSC HR
DG
Dir
HR
Dir HR
P-Direkt
DG
DG
DG
DG
DG
DG
Logius
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HR function
= HR units of Ministries/Agencies + central PA
Innovationcentre
= SSC HRM/ Expertise Centres (EC O&P) + 3
HRMStrategy, Policy & Advice
= SSC HRM/ P-direkt
Backoffice 2
Competence
centre
Backoffice 1
Management
Information
HRM-executive tasks (Hire-to-retire)
Recruitment
& Selection
Development &
(re) placement
Rewarding
Health
Supporting HRM-tasks (Expertise)
Control
Communication
Legal
Labour
relation
Contract
management
HRM
Customer
service
ESS
MSS
HRM-basic administrations
Salary payment, holidays, sick leaves, working time (arrangements)
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Front office
HRM
The challenge
•
•
•
Economic downturn and restructuring; unclear and unsecure future
Increasing general unemployment (7,5 %; 15 % for youth)
Flexible, but dual labour market
•
•
•
•
Good performing central PA (OECD and SCP studies)
Continues reform process in central PA since decades
Continues financial cuts  reduction of employees in central PA
New cabinet: reform, new cuts and other ambitions until end of 2018/20 (more positions
on lower level, more handicapped employees, more women in high positions)
Challenge:
- How to solve current problems and at the same time prevent future ones
- How to invest in sustainability, quality and flexibility in times of budget cuts
- How to combine short term restrictions with long term needs
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Strategic HR: HR Strategy
STRATEGIC HR
Positions
Scenarios of
external trends
 Consequences for
tasks, role and position
of central PA
 Organisation
& Personnel
Existing
Scenarios
Needed
Employees
Surplus of
people,
vacancies
Workforce
planning
Gaps
Current
Dynamics
In/through/out
:Forecasted
Analysis of
labour market
• Ageing
• Diversity
• Mobility
• School leavers
• Salary levels
• Flexibility
+ development in NL & EU
VISION
IT, BPR
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Policies
Actions
Werving,
opleiding,
In& external
doorstroom,
flexpool
labour market
Strategic Agenda HR & Organisation
STRATEGY 2020
VISION
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Process
To develop a HR Strategy 2020
To do workforce planning (WP)
•
Designed as process of interaction
•
Formulated as two year project
•
Started end of 2011
•
Started end of 2010
•
Facilitated by programme manager under
Director HR central PA
•
Central project leader/chair
•
Together with HR Directors of Ministries and big
executive organisations
•
With HR/WP experts of ministries
•
External expert for a common model
•
Exchange of experiences
•
Ways of doing the work (technical)
and putting on the agenda
•
Regular meetings over the year
•
Involving Secretaries-General
•
With strategic units of ministries
•
With HR experts of ministries
•
With labour experts, ministry social affairs
•
Using external (acad.) experts on theme’s
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How to develop a shared HR strategy 2020?
 kick-off meeting Oktober 2011:
 with HR director (private sector)
 analysis of external trends
 forecasting of in- and external labour market trends
 Shared vision on general trends and challenges; defining specific theme’s/shifts
 5 theme sessions during 6 month (2012):




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with internal and external guests
specific analysis/research for theme
different ways of working during the sessions (has to be inspiring! !)
Shared vision on main directions for future HR policies
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 Summer 2012 working groups:
 HR experts of ministries and central PA
 discussing proposed main direction for HR policies
 define specific elements/activities for each HR policy area
 Support for the vision, HR policies for future and specific topics
 Interactive ppt-Presentation of the HR Strategy 2020 (Oktober2012)
 headlines in 20 slides
 click system to specific analysis or information on theme’s
 can be used by all for own ministry or organisation (flexible, combinable)
Shared ‘document’ of all ministries and the ministry for central PA with commitment of SG’s
 Consultation within whole central PA using (social) media
 Letter from Minister for central PA to Cabinet and Parliament
In between: - meetings with (group of) SG’s for guidance and commitment
- informing the ‘coordinating’ works council for central PA
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Content:
Impression of HR Strategy 2020
Organisation
Employees
Variation
Security
Freedom
Selection
(Specialisation)
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Variation
Security
Freedom
Selection
Specialisation)
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Is this needed?
Complexity & plurality of society
Tension between short - long time
Ageing workforce
Dynamics in workforce
IT and e-Gov
Changing SD & ‘Poldermodel’
Internationalisation
Blurring boarders between
organisations, sectors & countries
Composition and size of
labour force will change
Decrease central PA
Qualitative shortages
Big changes with massive impact.. .. demands a prepared and pro-acting PA
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Is this needed?
The only security is
no security at all and
permanent change
Increasing importance
of knowledge and
relationship
We have to (anti cyclical) anticipate & invest in the
adaptability, flexibility and quality of the central PA
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How are we going to do so?
Organisation
Steering &
Leadership
Employees
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Labour market
Labour relations
and -conditions
 See slides in hand-out !
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Summary HR Strategy 2020
Towards a sustainable central public administration in NL

To be an attractive and societal responsible employer investment in people is crucial.

Influence on top level makes knowledge most important in content and in relationships.

To secure a competent & divers workforce in the future, anti cyclic recruitment is needed

Lifelong learning & development is obligatory for management and employees.

Sustainable employability on the labour market will increase adaptability & flexibility

Regular mobility within networks and chains is a start to make it normal for everybody

Modernisation of labour contracts, -relations and –conditions is needed for future

Harmonisation if possible and differentiation (e.g. types of work) where needed

Needs other way of steering and leadership on all management levels
 From job security to work security
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Lessons learned

Involve from the beginning the top level /SG’s for guidance and commitment

Use strategic experts in the core business of the ministries

Bring senior management HR, top management and strategic experts together and help
them understand each others language and point of view

Be very clear where and when you need a process or a project: workforce planning,
started as a project with HR experts, failed to formulate a HR strategy. A broaden process
was needed to do so and to raise urgency for workforce planning

Don’t put effort in making nice books with scenario’s, visions and dreams but invest in a
flexible, adaptable presentation as a living document to be used by everybody and easily
adjusted to new situations

Make a shared strategic agenda for short and long term, formulate projects/programmes
to implement and let different stakeholders take over responsibility for common results

HR strategy should be linked to the core business and other parts of operational
management (integrated approach)
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To become a (better)
strategic partner
•
Know and understand the core business + critical performance indicators
•
Be able to analyse quantitative and qualitative information in order to forecast and point out
risks, problems, alternatives for short and long term (evidence based)
•
Indicate the consequences for core business and organisation, also in financial terms
•
Translate changes in the environment of the organisation, specifically in the field of core
business and labour market: for example the impact of technology development on numbers
of employees, skills, competences needed or on organisational structures & BPR
•
Be able to work in interdisciplinary settings with other stakeholders (e.g. business process,
financials, IT, housing, general strategy units)
•
Speak and understand the - more economic - ‘language’ of general Top managers
•
Be pro-active, creative and able to show the added value of the HR and Organisational
expertise
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Important enablers
•
The centralisation of HR administration and HR expertise in shared services
•
Exchange of employees between HR and primary process of the ministries
•
Skills and knowledge of the HR unit, especially of the senior HR managers, that enables them
to discuss and design strategic issues on board level and to develop organisational and HR
strategy in relation to the core business of the organisation
•
The strategic and HR abilities of the general top managers (DG’s and directors) in the
ministries
•
Competence profiles and recruitment in line with above mentioned skills; promote exchanges
•
Urgency/pressure to be creative, innovate and develop strategies in difficult times
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For further information please contact:
herma.kuperus@minbzk.nl
BZK/OPR/HKU/March 2013
Attachments
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More older civil servants will retire
pensioenakkoord
lenteakkoord
herf stakkoord
4.000
3.500
3.000
2.500
2.000
1.500
1.000
500
2012
2013
2014
2015
2016
2017
2018
2019
2020
bron: BZK
Exit to pension between 2011 and 2020:
• based on pension agreement 19.419 = 16,3%
• based on spring agreement
18.418 = 15,5%
• based on autumn agreement 16.886 = 14,2%
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Less young civil servants
scen. C
18,0%
scen. C + 390
17,0%
16,0%
15,0%
14,0%
13,0%
12,0%
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
scen. C
16,6%
15,4%
14,4%
13,6%
13,1%
12,8%
12,9%
13,0%
13,2%
14,7%
16,5%
scen. C + 390
16,6%
15,4%
14,7%
13,9%
13,3%
13,1%
13,1%
13,2%
13,4%
14,8%
16,6%
Vergelijking effecten op aandeel jongeren: Scenario C. en Scenario C met extra inzet 390 jongeren in 2013
Scenario: in 2013 extra recruitment of 390 employees between
19 - 30 years, with the pattern of 2011. Effect: 0,2 %-punt more
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Age of civil servants 2001 - 2020
leeftijdsverdeling 2001 t/m 2020
scenario: 4 x 2,5%, vervolgens 5 x 1,5%;
instroom cf. patroon 2011
100%
10,7%
90%
22,7%
29,7%
80%
34,4%
29,9%
70%
35-44
34,3%
60%
33,6%
50%
40%
55 e n
oude r
45-54
tot 35
29,8%
33,9%
30%
26,4%
23,6%
20,2%
16,6%
13,1%
15,7%
2011
2015
2020
20%
10%
25,5%
0%
bron: BZK
23
2001
BZK/OPR/HKU/March 2013
Dynamics in workforce
Exit to
Pension
Exit in total
• Targets for reduction defined until 2018: less positions in central PA
• Age related exit is slowly increasing
• Other exit restricted because of labour market situation
 Less space for new recruitment
 Qualitative mismatches and shortages
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Composition of labour force changes
100%
90%
14%
15%
23%
34%
80%
70%
26%
26%
55 tot 65
34%
60%
50%
30%
23%
27%
45 tot 55
35 tot 45
40%
tot 35
26%
30%
20%
20%
36%
33%
10%
17%
16%
0%
Ned.
bron: BZK
Rijk
2010/2011
Ned.
Rijk
2020
Comparison of NL and central PA in 2010 en 2020
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Composition of NL labour force changes
more ‘ not-western immigrants’ . . . . . and more women
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Decreasing labour force
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