Human Resource Management at Tekes COMPERA HR Workshop Vienna, 08 September 2010 Jari Romanainen Executive Director Customer Relations Management
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Key characteristics of HRM at Tekes HRM is an integrated element of the overall management system, both at strategic and at operational levels Strategic long term objectives and key processes attempt to capture all important aspects of HRM Current focus is on Competence Management A few thoughts on Compensation, Monitoring and Evaluation
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HRM is an integrated element of the overall management system, both at strategic and at operational levels
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HRM in Tekes strategy Mission statement, vision, values Strategy Policies Focus areas Funding principles Other policies
Principles of Human Resource Management
Vision The goal for internal improvement
Means
Objectives
Core processes
Targeted economic and societal impact
Actions and goals
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HRM is one of the key supporting policies Policies focusing on core processes Funding principles
Focus areas
Criteria
Global drivers and trends
Policies focusing on common functions of core processes Principles of human-resource management Organisational culture
Challenges for the economy and society Technology, innovation, know-how
Wellbeing
Competencies
Leadership
Motivation, incentives
Management
Business and other utilisation Resources
Cooperation
Themes and practices The impact of Tekes Typical funding levels
Special funding policies
Other policies
Other policies International activities
Job satisfaction
Crosscutting competences and technologies
Communications IT Network services Data security
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HRM in the annual governance cycle CUSTOMER SATISFACTION SURVEY (on-going) ANNUAL ACTION PLANS
Winter PERFORMANCE AGREEMENT WITH THE MINISTRY OF EMPLOYMENT AND ECONOMY
ANNUAL REVIEW ANNUAL HRM REVIEW Performance Appraisal discussions
Annual action plan Annual report Action planning and budgeting
Autumn LONG-TERM ACTION PLAN
EMPLOYEE SATISFACTION SURVEY
Quarterly report
Quarterly report
Spring
QUALITY ASSESSMENT
Development of activities and processes
Competence Development Discussions Biannual report
STRATEGIES PRINCIPLES OF HRM
Summer EVALUATION OF CURRENT COMPETENCIES
Tekes in the outer circle, units in the inner circle Copyright © Tekes
Strategic long term objectives and key processes attempt to capture all important aspects of HRM
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Strategic long-term objectives for HRM Organizational culture which enhances innovativeness and efficiency.
Strategy-based leadership which inspires, motivates and encourages involvement.
Organizational structure and management systems which enhance open communication as well as flexible and efficient work.
Competencies needed to achieve objectives and to secure the ability to renew the organisation.
Motivating rewarding based on challenging work tasks, good development opportunities and fair remuneration system.
Employee well-being built on good working environment, team spirit and sufficient resourcing.
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Key HRM activities at Tekes Human Resource Strategy Strategic Competence Development Rewards and remuneration Employee Satisfaction Survey Annual HR Review HR Competencies HR Processes and Tools Supporting manages and supervisors Process and Tools Recruitment and Selection Process Employer Image Induction Process Internal Training Programs
Employment Contracts and Conditions Employee Representation and Relations HR information systems and Statistics Expatriate Management Payroll Health-care, leisure activities, well-being services etc. Codes of Practice
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Current focus is on Competence Management
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Themes and practices Global value networks
Renewing innovation
Clean energy
Built environment
Public-private partnership
Wellbeing and health
Service business and service innovation
Knowledge society for all
Scarce resources
Intelligent systems and environments
Interactive media Foresight of customer needs
ICT as an enabler Copyright © Tekes
Crosscutting competences and technologies INFORMATION AND COMMUNICATIONS • systems engineering and embedded ICT • future information networks • knowledge and content management • software and digital services
MATERIALS • breakthrough applications in materials • nanotechnology applications
BIOTECHNOLOGY • biotechnology applications BUSINESS in energy, environment and COMPETENCE wellbeing • systems biology • revenue logics in value • computational methods networks • bioprocess technology • innovation competence
• multicultural management • leadership • design SERVICE COMPETENCE • customercustomer-centric service innovation • service concepts and technology applications
SOCIETAL COMPETENCE • foresight competence • regulation and standardisation competence • productivity and the quality of working life • lifelong learning Copyright © Tekes
Tekes core competences (draft) Operational
Strategic
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Internal training 1(3) Objective: Every employee should have 10 days training each year.
For managers (some examples): Orientation program for new managers Leadership training Specific seminars Strategy process Coaching and counselling Managers meetings Copyright © Tekes
Internal training 2(3) For the whole personnel (some examples): Orientation training including strategy, core processes, foresight, finance, HRM, customer relations management, programmes etc. Presentation and Negotiation Skills IT tools, MS Office etc. Language Training Joint seminar about current topics for the whole personnel twice a year Copyright © Tekes
Internal training 3(3) For Technology Advisors and Specialists (some examples): Advanced Tekes Business Program Funding Principles and Tools Customer Relationship Management Specific Seminars for the Managers and Coordinators of the Programmes Project Management Training
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International training (some examples)
Tekes Innovation Program for Managers (2009 -)
IFTF, Institute for the Future and SRI International in Silicon Valley
Technical Management Program, UCLA MIT Sloan School of Management IMD
Mastering Technology Enterprise (MTE)
High Performance Leadership (HPL)
University of California Berkeley, Haas School of Business China Europe International Business School The University of Chicago Graduate School of Business Conferences, seminars etc. Copyright © Tekes
A few thoughts on Compensation, Monitoring and Evaluation
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Extensive compensation system Challenging and meaningful tasks, influence on the society, values, ethics Feed-back, ability to inspire, good spirit Excellent training and competence development opportunities Performance-based compensation system Flexible working hours including working hours bank Telecommuting Extensive health care Versatile leisure activities and recreational facilities Employee of the Year, Team of the Year Copyright © Tekes
HRM Monitoring and Evaluation BSC: development and well-being Satisfaction with the management and development, employee satisfaction, training activeness, staff turnover Measurements updated quarterly
Employee satisfaction survey Organisational atmosphere and satisfaction with core processes and internal services Carried out every autumn for the whole personnel Complementing information from the exit interviews
Annual HR review Built on the long-term objectives of HR strategy
Performance Appraisal Appraisal discussions and meetings, goal setting and development plan Twice a year
Benchmarking
Finnish Quality Award; Honorary recognition 2005 EU Best Practice; in top three in Finland 2004 HRM Quality Award 2003 Great Place to Work Finland; the 8th, the best of public service organisations 2003 Copyright © Tekes
