Strategic planning as a management task

Transcription

1 Strategic planning as a management task From the strategy to the personnel planning NFRI heads meeting 1 2. July 2008, Nancy Hannu Raitio General Director / Metsäntutkimuslaitos Skogsforskningsinstitutet Finnish Forest Research Institute

2 Contents Finnish Forest Research Institute Metla Introduction Metla s strategy and the priorisation of research activities Competence management and personnel plan in Metla Personnel report and performance indicators in Metla

3 Finnish Forests Research Institute - Metla Established in : Total operational costs 54.5 milj. Total staff permanent staff 702; 246 permanent researchers Nine regional research units 243 refereed publications, 369 non-refereed articles, about 800 presentations Silva Fennica, Metsätieteen aikakakauskirja (Finnish scientific magazine),dissertationes

4 Introduction Challenges: Customers driven research / researchers driven research Decreasing resources Organisational changes Responses: The importance of both personnel planning and the management of competenses and expertice is increasing The strategy of the organisation forms the basis for personnel planning and the management of the competences

5 Metla s strategy MISSION Metla builds the future of the forest sector by producing and disseminating information and know-how for the well-being of society VISION To position Metla at the most influential and effective national and international institution with expertise on sustainable use of forests and one that anticipates the information needs of its clients. MAIN STRATEGIC OBJECTIVE Metla conducts research and development activities that have high scientific standards and have positive societal impacts aimed to enhance sustainable use of forests as well as economic competitiveness of the forest sector.

6 The priorisation of research activities Strategy FTP, NRA, NFP etc Strategic objectives Priority / focus areas Competences Customers needs Core competence / expertise of the priority areas Thematic research programmes Research management Research projects

7 RESEARCH PRIORITIES Forest-based enterprise and business activities Impacts of the forests on society Structure and functioning of forest ecosystems Information data banks on forestry and the forest environment CORE EXPERTISE Identification and maintenance KNOWLEDGE PROFILES OF RESEARCH UNITS ROLES AND KNOWLEDGE BASE REQUIRED FOR ACHIEVING TARGETS SET FOR ACTIVITIES AND RESEARCH KNOWLEDGE MAPS BY OCCUPATION OSAAMISEN KEHITTÄMINEN OSANA HENKILÖSTÖSUUNNITTELUA METLASSA Knowledge-based personnel development STRATEGY Vision Mission Priorities Values CONTROLLING AND DEVELOPING KNOWLEDGE TARGET AND DEVELOPMENT DISCUSSIONS / KNOWLEDGE MEASUREMENT, PERFORMANCE EVALUATION Director General Director General Research Directors Res. Directors Directors of Res. Units, Professors Leaders of Res. Programmes and Service Projects Res. Directors Directors of Res. Units, Professors, Leaders of Res. Programmes and Service Projects Directors of Res. Units Res. Directors Servoce Director, Personnel Administration Supervisors, Employees

8 Target Core competence/ Competence sector competence measures priority area Customer, effectiveness of activities Forest-based enterprise and business activities Cost-effective, ecologically sustainable forest management methods and operating strategies Economic, silvicultural and growth and yield variables affecting the costeffectiveness of forest management and the models used in measuring efficiency Cost-effective forest management methods Forest production operating strategies Forest planning Xxxxxxx Xxxxxxx Wood material properties, techniques for developing their properties, and effective utilization of wood materials Xxxxxx Xxxxxx Production chains for end-product tailored wood biomass Xxxxxx xxxxxx Total utilization of wood biomass, newproducts and types of business Xxxxxx xxxxxx Societal impact of forests Forestry profitability and forest policy methods Profitability of forestry Forest policy tools Effectiveness of forest policy Acceptability of forestry and the environmental performance of forest produtcs Xxxxxxx xxxxxxx

9 Basic roles of the personnel The basic model defines standardised competence/expertise requirements for similar types of work at the institute level Basic roles at Metla Professor Researcher Basic role of the expert Basic role of the services of the individual units Basic role of the office staff Basic role of the laboratory staff Basic role of the technical staff Manager (only when performed in addition to other tasks)

10 Levels of competences/expertice (0 5) 0 The person does not require the specific expertise 1 The person possesses the expertise, but cannot apply it in his/her own work 2 The person can work according to the specific rules and instructions. He/she has an overall picture of the required competence/expertise 3 The person can work independently on the most important tasks presupposed by the specific competence/ expertise, and he/she has sound expertise in matters related to the field 4 The person is able to apply his/her competence/ expertise in a flexible and comprehensive manner, and also to assist colleagues in matters related to the field 5 The person is a leading expert. He/she has the ability to take an overall view of matters related to his/her expertise, and can combine them in a novel ways. The person can extensively develop matters related to his/her expertise.

11 Competence/expertise survey by basic roles A conpetence / an expertise survey was made Metla s permanently employed staff, as well of researchers with an employment contract of at least one year Compulsory The survey began with a self-evaluation carried out together with superior In future, the survey will be an integral part of the productivity- and career-development procedure The target expertise levels were defined according to Metla s strategy

12 Preparing a personnel plan and managing expertise Strategic staring points mission and vision values strategic objectives operating and personnel plan annual goals Activities tasks processes technology Personnel required in t 0 + n number expertise Gap analysis Difference between the required and available personnel is investigated Filling the staffing gap and career planning Personnel in the starting year of the analysis t 0 number expertise Retirement and staff changes in t 0 n Current staff available in t 0 + n number expertise

13 Fields of competence/expertise in the priority areas, types of competence/expertise to be measured, and the actual and target number of experts Core com petence/ Priority area Fields of competence/ expertise Types of competence/ expertise to be measured Current situation Target Forest-based enteprise and business activities Cost-effective, ecologically sustainable forest management methods and operating strategies Economic, silvicultural and growth and yield variables affecting the costeffectiveness of forest management and the models used in measuring efficiency Number of professors and researchers Prof. Res. Class Class 5 3 Number of professors and researchers Prof. Res. Class 4 Class 5 Cost-effective forest management methods Number of professors and researchers Prof. Res. Class Class Number of professors and researchers Prof. Res. Class 4 Class 5 Forest production operating strategies Number of professors and researchers Prof. Res. Class Class 5 2 Number of professors and researchers Prof. Res. Class 4 Class 5

14 HERMES - electronic personnel management system Metla is using the Prima personnel and salary management system The personnel management system has been expanded to include a career development component and competence/expertise management component called HERMES, to which was transferred the basic personal data from Prima An competence/expertise map and the basic role profiles were added to Hermes The directors of the research units divided up their personnel according to the basic roles Each employee was classified into only one basic role Each employee was requested to estimate only the type of competence/expertise relating to his/her basic role, and not to the whole competence/expertise map

15 Metla s priority ares, core competences and research programmes Focus area Core competence Research programme Forest-based enterprise and business activities Cost-effective, ecologically sustainable silvicultural methods Forest management planning Wood material properties, tools to control the properties, and efficient exploitation Biomass delivery chains tailored for finished products Total utilization of wood biomass, new products and forms of business Procurement of roundwood and its utilization in wood product value chains (ARVO ) Cost-efficiency and quality in silvicultural operations (MKL ) Bioenergy from Forests (BIO ) Impacts of forests on human welfare (HYV ) Societal impact of forests The structure and functioning of forest ecosystems Information reserves for forestry and the forest environment Profitability of forestry and methods of forest policy Public approval for forestry and environmental performance of the products Forest ecological yield and chemical flows in forests Regulation of the genetic structure of forests Biology of forest diseases and pests, and methods to prevent and control them Metsätietovarannot Metsätilastot Safeguarding forest biodiversity policy instruments and socio-economic impacts (TUK ) Functioning of forest ecosystems and use of forest resources in changing climate (MIL ) Production forestry in drained peatlands (SUM ) Research and Development Programme on Forest Resource Information Systems and Forest Planning (MSU ) More information on the research programmes is available on the Metla website at Each research programme issues electronic newsletters that can be ordered, free of charge, at

16 Personnel report An annual report on human resources and their use and development: - development activities for personnel management - person work years - number and structure of the staff - education and competence/expertise of the staff - welfare of the staff - co-operation - labour costs

17 Work input,

18 Work input (man-year) by proceses, 2007.

19 Distribution of Metla s personnel by group 2007.

20 Age distribution of personnel in 2007

21 Work satisfaction,