Impact of CAF on Human Resource Management and People

www.caf-centre.eu

Impact of CAF on Human Resource Management and People

Thomas Prorok, Philip Parzer

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Background ▪

Survey commissioned by Ministry of Public Administration, Republic of Slovenia

▪

Slovenian EU-Presidency 2021

▪

Implemented by KDZ-Centre for Public Administration Research

▪

Supported by CAF-Correspondents

▪

Objectives ▪ Getting insights into the effects of CAF implementation on the Human Resource Management practice of public sector organisations 2

Methodology ▪ 244 Effective CAF Users – support of CAF-correspondents - 59 respondents ▪ Survey with Online Questionnaire Measuring the Impact of CAF on Human Resource Management and People Evidence of HR-measures in CAF-Improvement Plans

PEOPLE

3.1

Manage and improve human resources to support the strategy of the organisation

3.2

Develop and manage competencies of people

3.3

Involve and empower the people and support their well-being

Perception of impact on HR Life Cycle

3

Effective CAF Users ▪ 244 Effective CAF Users 2015 – 2021

Categories Size of organisation

Number of organizations 31

Percentage 53%

22

37%

6

10%

Administration

17

29%

Public Services

19

32%

Education

13

22%

Health & Social protection

6

10%

Others

4

7%

Central Government

19

32%

Local & Subregional Government

14

24%

State and Regional Government

19

32%

Others

7

12%

Austria

6

10%

Bulgaria

11

19%

Finland

1

2%

Germany

2

3%

14

24%

Poland

3

5%

Portugal

5

8%

Slovakia

7

12%

Slovenia

5

8%

Others

5

8%

59

100%

up to 100 employees 101 to 1.000 employees more than 1.000 employees

▪ Support of CAFCorrespondents ▪ 59 respondents (24 percent)

Function of organisation

Level of Government

Country

Italy

In total

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HR-measures in CAF-Improvement Plans

Sub-criterion 3.1 Manage and improve human resources to support the strategy of the organisation

Sub-criterion 3.2 Develop and manage competencies of people

58%

36%

Source: Survey Effective CAF Users, KDZ 2021

Sub-criterion 3.3 Involve and empower the people and support their well-being

40%

Median of approval

5

HR-measures in CAF-Improvement Plans

Source: Survey Effective CAF Users, KDZ 2021

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Top rated HR-measures in CAF-Improvement Plans yes

no

PROMOTE A CULTURE OF OPEN COMMUNICATION AND ENCOURAGE TEAMWORK

ANALYSE CURRENT AND FUTURE HR NEEDS

76%

61%

24%

39%

ENSURE NECESSARY COMPETENCES AND CAPABILITIES

59%

41%

REGULARLY CONDUCT STAFF SURVEYS

59%

41%

SUPPORT A PERFORMANCE CULTURE

58%

42%

IMPLEMENT A HR DEVELOPMENT PLAN/STRATEGY

51%

Source: Survey Effective CAF Users, KDZ 2021

49%

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Perception of CAFImpact on Human Resource Life Cycle

CAF Implementation: - Had no effects - Discussion took place - Actions were planned

- Actions were realized - No competence Source: Survey Effective CAF Users, KDZ 2021

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Actions realized after CAF implementation Improving internal communication

69%

Conduct employee surveys

31%

66%

Improving employees' competences

44%

63%

37%

Enhance teamwork

61%

39%

Increase employees' well-being

61%

39%

Improve informing the employees

56%

44%

Improve customers satisfaction

56%

44%

Increase feedback culture

54%

46%

Introduce targeted training programmes

54%

46%

0%

10%

20%

30%

40%

Source: Survey Effective CAF Users, KDZ 2021

50%

60%

70%

80%

90%

100% 9

Organisational Culture - After the CAF implementation in our organisation, we could perceive that ….

Source: Survey Effective CAF Users, KDZ 2021

10

Enabling - After the CAF implementation in our organisation, we could perceive that ….

Source: Survey Effective CAF Users, KDZ 2021

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Measurements of HRM effects - After the CAF implementation in our organisation, we could perceive that ….

Source: Survey Effective CAF Users, KDZ 2021

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Conclusion 1 – High impact of CAF ▪ High impact of CAF on HR and People ▪ + hidden impact

▪ + potential impact

Source: Survey Effective CAF Users, KDZ 2021

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Improvement Plan Actions -

Low impact

• Sensitivity for diversity • Talent management programes • Leadership development programes • Mobbing • Recruiting skills • Digital literacy • Mentors programes • New career paths

• • • • • • • • •

Internal communication Employee survey Suggestion system Intergenerational dialogue Feedback culture Performance culture Knowledge management Internal information Teamwork

Potential impact

• HR Strategy and Development Plans • Now ways of working • Skill database • Proactive retirement plans • Senior experts pool • HR controlling system • Job reqirements

Source: Survey Effective CAF Users, KDZ 2021

• • • •

Better employee satisfaction Appraisal interviews Innovative recruiting Improved well being and working conditions Satisfaction of customers Motivation Website apperance Training for newcomers

Improvement Plan + Actions +

• • • •

High impact

Improvement Plan + Actions -

Improvement Plan Actions +

Hidden impact

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Conclusion 2 – Hidden and potential impact of CAF

• • • •

Better employee satisfaction Appraisal interviews Innovative recruiting Improved well being and working conditions Satisfaction of customers Motivation Website apperance Training for newcomers

Potential impact

• HR Strategy and Development Plans • Now ways of working • Skill database • Proactive retirement plans • Senior experts poll • HR controlling system • Job reqirements

Source: Survey Effective CAF Users, KDZ 2021

• • • •

Improvement Plan + Actions -

Improvement Plan Actions +

Hidden impact

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Conclusion 3 - Unlocking effective human resource management with CAF

▪ Requirements of new-work ▪ Leadership programs ▪ Job requirements and planning of retirements

Organisational Culture

3%

Measurements of HRM effects

3%

HR Strategy

14%

Enabling (Training and Development)

▪ Digital literacy

▪ Sensitivity for diversity ▪ No competence/responsibility

15%

Onboarding

19%

Retention

19%

Recruitment

20%

Separation

25%

Attraction

27%

0%

5%

10%

15%

20%

25%

30%

Median "no competence/responsibility"

Source: Survey Effective CAF Users, KDZ 2021

▪ Human resource strategy, planning and controlling

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Thomas Prorok

Philip Parzer

Deputy Managing Director of KDZ

Senior Consultant

prorok@kdz.or.at

parzer@kdz.or.at

+ 43 1 8923492 18

+ 43 1 892 3492 10

+ 43 676 849 579 18

+ 43 676 849 579 10

@thomasprorok

Philip Parzer

Thomas Prorok

KDZ.or.at

Thomas Prorok

Philip Parzer

CAF Centre of KDZ | Guglgasse 13 | A-1110 Vienna | +43 1 8923492 | institut@kdz.or.at | www.caf-centre.eu

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