Macedonian HR Association

Transcription

1 Macedonian HR Association The Current Status of HR development in Macedonia Survey 15 March 22 April, 2012

2 General Statement about the Survey Survey implemented in the period from 15 of March to 20 of April, 2012 Total number of responses 112 Combination of online and phone survey

3 Distribution of the responses International donor NGO/HR Association 5% 10% State administration 26% Large enterprise 45% Medium enterprise 12% Small enterprise 2% Total: 112 responses

4 Most of the organization for which the responses were collected operates in the following sectors: ICT 18% Telecommunication 13% Energy 4% Steel industry Mining 3% 3% Automotive 4% Textile 4% Banking anf finance 12% Food Processing 8% State administration 18% Retail 4% Donor organizations NGO 9%

5 Period of existence of the companies/organizations: 20% 80% 1-5 years 6-10 years Total: 112 responses

6 Position of the survey respondents within the organization Other unit representative (administrative) 40% Management representative 20% HR unit representative 40% Total: 112 responses

7 HR function is covered by: Accountant/ administrati ve position 4% Owner/Man ager 16% HR professional 80% Total: 112 responses

8 HR management and development is mainly focused on: 9% 18% 46% 27% Recruitment Personnel administration Learning and Development Remuneration and benefits Total: 112 responses

9 Recruitment process is carried out by: 10 % 15% 75% Owner/manager External consultant HR unit/professional Total: 112 responses

10 Employees assessment procedure is established in 80% of the organizations, while in 20% of the organizations assessment procedure is in development and implementation process Assessment procedure is conducted in 80% of the cases by the HR unit/professional and in 20% by the Owners/managers

11 The most important key performance indicators (KPI s) for the organizations are: Level of fulfilment of operational programme for the individual projects. Good quality of the completed assignment; Efficiency in operations execution and capability for execution of additional tasks; Prudency relative to the work and attitude towards administrative operations; Capability for cooperation and team work; Independence, undertaking of initiative and creativity; Managerial skills Time management

12 Procedure for identifying the employees training needs in the organization are established in 80 % of the organizations In the organizations where the procedures are established, they are performed by: 31% 8% 61% HR unit/professional Team leader External consultant Total: 112 responses

13 Types of trainings conducted are: 27% 28% 45% On the job trainings Employees participate in open trainings and seminars Consulting/tailor made trainings

14 Personnel administration activities are covered by: Legal Department 20% HR unit/professiona l 80%

15 The HR functions that are consider as sustainable in terms of different economic environment: Personnel administration and development Recruitment Training and development Compensation and benefits systems Performance evaluation Management development Strategic planning Evaluation of all stages Retention, Internal communication and Corporate culture

16 Does your organization plan to undertake any structural changes? Yes 20% No 60% Not answered 20%

17 Special type of HR challenges in the organizations Challenges within organizational structure changes Implement strategic HR, integrate separated HR processes, define motivation and rewards system, increase opportunities for professional development of staff, management development Performance appraisal, talent management Training and development Annual assessment Remuneration and benefits Talent management and benefits/loyalty system

18 What challenges does HR currently face in general from your perspective? Possibility to implement all planned personal development concepts Building HR infrastructure, implementing HR processes and connect them, promote role of HR strategic partner, increase transparency in HR field.. Not existing of performance appraisal, with minor exceptions. Motivation. Training managers at all levels Remuneration and benefits Recruitment

19 Good examples of the good HR practices for the last year (2011) Personal assessment talks, management by objectives, team building. Training and development program, mentoring programme for starters- new employees Annual assessment Remuneration and benefits Conducting dossiers in electronic form

20 Ability for team work Mediators between management Loyalty, management strategic Knowledge of legislation Interested in implementation of foreign Competence Flexibility, adaptability Initiative Professionalism Ambition, improvement Strengths of HR professionals in your country

21 Main weaknesses of HR professionals Lack of professional experience Lack of qualifications Low level of business sector awareness Low level of problems awareness Low level of foreign practices introduction and implementation Low level of initiative

22 HR professionals knowledge and skills could be improved by: Systematic further training New training modules and practices Reform of an education system Training abroad New information sources professional studies, periodical issues, internet forums Discussions, working groups External consultants

23 Organization is a member of the national HR association 40% 60% Yes No

24 Organization is a member of any other trade / labour / professional association 40% 60% Yes No Beside in Macedonian HR Association most of the organizations are members of Confederation of employers and Chamber of Commerce of Macedonia

25 National HR association could contribute in development with: Setting professional standards and carrying out of a certification process Providing exchange of experience, knowledge, contacts between the members Informing the members about different training opportunities Organizing discussions, forums on current HR topics, networking platform As a training provider As an intermediary between business and the government As an intermediary between business and universities As a HR projects coordinator Guarantee the quality of other organizations training programmes Consulting the trainers of HR professionals Organizing discussions, forums on current HR topics, networking platform

26 Activities within the National HR association that are consider as the most important Standardization of the HR profession Good network of HR professionals, setting HR standards, international projects Certification process, following and informing about legislative changes, networking Setting professional standards and carrying out of a certification process Intermediary between business and universities

27 How well do you know EAPM? Well, I visit the EAPM site regularly 60% Not very well 40%

28 Are you interested in any specific EAPM activity/project? 40% 40% 20% Yes No Not answered Those one with the respond Yes, are specifically interested in HR standardization

29 How EAPM could contribute to your further development? Providing exchange of experience, knowledge, contacts between the members Sharing European HR good practices Setting professional standards at European level Initiating and coordinating HR projects at European level Organizing discussions, forums on current HR topics Recommending and ensuring contacts with international experts

30 The topics where EAPM could be advisor of the national HR association European professional standards 100% European law 20% European surveys and studies 80% European events 40%

31 THANK YOU Macedonian HR Association