HR Management Indicators Data Base: advantages of information sharing

Transcription

1 CEMLA HR Management Indicators Data Base: advantages of information sharing Ana Rodríguez Menéndez Head of the Organisation and Development Division X MEETING ON CENTRAL BANKING HUMAN RESOURCES MANAGEMENT Caracas 9-11 May 2012 Human Resources and Organisation

2 AGENDA 1. Objectives 2. History 3. The HR Database 4. Current juncture 5. Comparative study of results 6. Future development 7. Benefits Human Resources and Organisation 2

3 OBJECTIVES Establish a common platform so as to share relevant information in the Human Resources field, among participating central banks Exchange knowledge and experience about HR information management Learn about others best practices on human resources management Provide information to serve as basis for comparative studies (benchmarking) A web survey is an interactive form in which the participants can provide their data in an easy and homogeneous way Human Resources and Organisation 3

4 HISTORY 1 Origins 2004 VI CEMLA Meeting on HR Management, Argentina HR data sharing as a key issue for strategic purposes 2005 Comparative study by the Banco de la República (Colombia) Staff sizing, functions and costs 2006 (Jan) HR Survey by the CEMLA HR Committee European participants: Belgium, France, Germany, Portugal, Spain 2006 VII CEMLA Meeting on HR Management, México Presentation on a restricted database about salaries and prices, managed by IOS Debate on the convenience of developing a database for HR indicators. Conclusions: Human Resources plays a strategic role in the central banks decision-making: need for management indicators Specific mission of the central banks: difficult to compare with other public or private organisations Agreement to develop our own common database for information sharing among central banks: CEMLA will act as the administrator of the HR Database Voluntary participation: the results will only be available for the participating central banks 2007 Project research and development CEMLA HR Committee Meeting, Guatemala: the Banco de España offers to contact the ECB in order to get information about the ESCB HR-Website Study visit of representatives from CEMLA / Argentina / México / Spain to the ECB (November) to further research into the ESCB HR-Website and its development in SharePoint Human Resources and Organisation 4

5 HISTORY 2 Project development and implementation 2008 Technical design and development of the database along the year VIII CEMLA Meeting on HR Management, Spain Commitment to launch the HR Database and collect 2007 data 2008 Go-live of the HR Database in November: collection of the yearly data for Collection of the yearly data for CEMLA HR Committee Meeting, Colombia (June) Review of the HR Database results 2010 Collection of the yearly data for Report and conclusions on the results (September) Identification of areas of improvement Reflection and proposal to simplify and reduce the amount of data collected Implementation of a new and simplified survey for the HR Database 2012 Collection of the yearly data for 2010 Human Resources and Organisation 5

6 THE HR DATABASE 1 Requirements Specifically designed for the participation of central banks Focused on supporting any of the participating institutions with the particular information needs Managed by CEMLA, based on the trust of the participants Confidentiality is guaranteed No sensitive data about compensation or the like The participating central banks commit to feed the Database regularly, with the most updated data available For this purpose, p each central bank nominates a representative, an alternate and an operator for the HR Database (confidentiality safekeeping) The Database provides management indicators to help promote improvements, both in the HR areas and in the institutions as a whole Human Resources and Organisation 6

7 THE HR DATABASE 2 Technology and documentation At central bank and ESCB levels, there have been very positive experiences using SharePoint (e.g. the ESCB HR-Website) Windows SharePoint gives you the ability to create sites for both internal and external use. Within the context of Windows SharePoint services a site can be either a team site or a workspace. Team sites provide users with a place where they can collaborate on projects. Basic documents for participating in the HR Database: Covenant (agreement): conditions, duties and rights of the participants HR Survey: data collection template Glossary y of terms HR Management Indicators Link to the website via username and password Human Resources and Organisation 7

8 THE HR DATABASE 3 Structure of the Survey Chapter 0: Indicative data Chapter 1: General data Chapter 2: Inventory of functions Chapter 3: People Chapter 4: Human Resources processes and organisation Chapter 5: Systems Human Resources and Organisation 8

9 THE HR DATABASE 4 Allocation of staff to the functions Basic central bank functions Monetary policy preparation Exchange policy preparation Policies implementation (market operations) Statistics Banknotes and coins Payment systems Securities settlement systems Prudential supervision Financial stability International co-operation and international relations Advisory functions not linked to monetary or exchange policies Other functions carried out by central banks Banking services Credit rating Consumer affairs and claim services Central credit register and official credit institutions registers Central balance sheet office Databases of irregular cheques Other research: economic history, anti money laundering Promotion of the scientific, cultural and social development This model stems directly from the Eurosystem Inventory of Functions, which allows to compare the dedication of human resources to the different functions performed by the central banks, regardless their individual organisational structures Enabling and supporting functions Financial accounting and reporting Information technology Secretariat services to decisionmaking bodies Communication Event and meeting services Language and translation services Planning, organisation and controlling Internal audit Internal institutional issues Human resources Staff dispensed for staff relations Library, documentation and archives Mail services Travel and transportation Procurement Building projects and maintenance Security services Centralised reproduction services and copy houses Safety and health care Catering and canteen services Cleaning Human Resources and Organisation 9

10 THE HR DATABASE 5 The HR Management Indicators Designed for the analysis of the main HR management areas Useful for the participants: allow to determine targets and to compare with other institutions The results can help in the process of establishing new targets aligned with areas of improvement identified for our own institutions Management indicators fields: Headcount statistics and indicators Recruitment and selection Training and development Compensation and benefits Career planning and development Retirement and pensioners Structure and efficiency of the HR departments Workforce and conditions of employment Main processes Human Resources and Organisation 10

11 CURRENT JUNCTURE Collection of yearly data 2007: 8 participants 2008: 7 participants 2009: 9 participants 2010: 7 participants Information sharing data available for all participating organisations Management indicators defined and measured Comparative study on the results of the collection of yearly data for 2009 Charts showing these management indicators circulated to participants Areas of improvement identified, plans of action drafted Human Resources and Organisation 11

12 1 Staff per inhabitants Human Resources and Organisation 12

13 2 Number of branches/agencies Human Resources and Organisation 13

14 3 Weekly working hours Human Resources and Organisation 14

15 4 Training budget execution Human Resources and Organisation 15

16 5 Headcount by gender Human Resources and Organisation 16

17 6 Staff leaving: retirement, end of contracts, etc. Human Resources and Organisation 17

18 7 Managerial staff Human Resources and Organisation 18

19 8 Allocation of staff per functions (%) Monetary policy preparation Human Resources and Organisation 19

20 8 Allocation of staff per functions (%) Exchange policy preparation Human Resources and Organisation 20

21 8 Allocation of staff per functions (%) Policies implementation (market operations) Human Resources and Organisation 21

22 8 Allocation of staff per functions (%) Statistics Human Resources and Organisation 22

23 8 Allocation of staff per functions (%) Banknotes and coins Human Resources and Organisation 23

24 8 Allocation of staff per functions (%) Payment systems Human Resources and Organisation 24

25 8 Allocation of staff per functions (%) Securities settlement systems Human Resources and Organisation 25

26 8 Allocation of staff per functions (%) Prudential supervision Human Resources and Organisation 26

27 8 Allocation of staff per functions (%) Financial Stability Human Resources and Organisation 27

28 8 Allocation of staff per functions (%) International co-operation and international relations Human Resources and Organisation 28

29 8 Allocation of staff per functions (%) Advisory functions not linked to monetary or exchange policies Human Resources and Organisation 29

30 8 Allocation of staff per functions (%) Planning, organisation and controlling Human Resources and Organisation 30

31 8 Allocation of staff per functions (%) Human resources management Human Resources and Organisation 31

32 9 Some specific data 9 participating central banks in 2009 Argentina, Brasil, Chile, Colombia, Guatemala, México, Perú, Spain, Uruguay Brasil takes the first place regarding efficiency in relation to the total population of the country: 1 37 employees per inhabitants Our headcounts show men as the majority everywhere except in Uruguay: 52% women As regards women in managerial positions, again Uruguay takes the lead, followed by Argentina: 46% and 37% respectively Average age for managers is around 50, for experts and specialists it is around 43, for administrative staff it is around 45 and for blue-collar workers it is around 48 México, Brasil and Perú lead, in this order, the amount of training actions for their staff In regard to the allocation to the different functions, it is easy to see the spread due to different legal/statutory mandates As an example, not all the central banks are entrusted with carrying out prudential supervision, but some of the ones who do dedicate a high percentage of their resources (Argentina and Spain allocate some 20% of their human resources to this function) Human Resources and Organisation 32

33 FUTURE DEVELOPMENT During some areas of improvement were identified: It would be positive to increase participation, so that the indicators are more representative The high amount of data requested in the survey made it not so attractive to participate p A horizontal check of the data would be convenient, in order to guarantee that the concepts are understood in a homogeneous way Consequently, the last update of the HR Database already consisted of a simplified survey, and leads to its future development: Reduce the amount of requested data Implement a quality check so as to improve consistency Develop a user handbook to help increase the common understanding of all the related concepts Explore chances for collaboration between CEMLA and the Eurosystem/ ESCB, focusing on mutual learning and more central banks participating i Human Resources and Organisation 33

34 BENEFITS The higher participation, the higher reliability of the results Identification of elements common to many central banks in their human resources management: data from comparable institutions The Management Indicators may be obtained in an automated way Support for analysis of best practices through h networking and co-operation among colleagues Counting on reliable and relevant information constitutes an essential management tool: It provides reliable benchmarks for our HR management, and therefore a solid argument in front of not-so-adequate comparisons with other public or private institutions It gives access to more and better criteria to base the development e e of appropriate ate and transparent policies to meet the evolution of our organisations needs Nothing can replace personal contacts t and mutual trust t Human Resources and Organisation 34

35 Ana Rodríguez Menéndez THANKS FOR YOUR ATTENTION Human Resources and Organisation