COMPETENCY BASED RESOURCE PLANNING: CHALLENGES AFTER THE BELGIAN COPERNICUS REFORM

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COMPETENCY BASED RESOURCE PLANNING CHALLENGES
AFTER THE BELGIAN COPERNICUS REFORM REGIONAL
CAPACITY-BUILDING SEMINAR HUMAN RESOURCE PLANNING
AND MANAGEMENT 6 DECEMBER 2006 Paris, France
Annick SoolsAdvisor Development of Personnel
Federal Public Service Personnel and
OrganisationBrussels - Belgium
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Subtitel

• RESOURCE PLANNING SITUATION TODAY

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• DIFFERENT INSTRUMENTS AND TOOLS HAVE BEEN
• DEVELOPED OVER THE PAST YEARS
• Methodology and IT-tool for resource planning
• Job familiy descriptions and competency profiles
  (levels D, C and B)
• Job descriptions, job evaluation levels and
  generic competency profiles for level A
• NOT YET INTEGRATED AND STRATEGIC

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• CURRENT RESOURCE PLANNING ? METHODOLOGY
• I. DETERMINE THE AS IS SITUATION
• Inventory of personnel data identification of
  all juridicial elements of all personnel members
  of the organisation (ID, grade, administrative
  position(s), statutory/contractual, seniority,
  actual salary, )
• Identify the effective number of FTE
• Calculation of the current effective cost (year
  T) and extrapolation to year T1 (estimate of
  structural impact of current effective cost)

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ANALYSIS OF THE EXISTING SITUATION
Principles
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• II. AVAILABLE BUDGET
• Comparison of available budget envelope to the
  estimated cost
• ? identification of the budget margins
• Budget margins ? action plan (recruitments,
  promotions, )
• ? Flexibility only within this available
  budgetary margin

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• III. PLANNING
• Short Term (Year T and T1)
• Mainly a mathematical and financial exercise
  (quantitative) ? no link to competencies, mainly
  based on the administrative position
• Rigid administrative and budgetary control
  procedures

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PLANNING
Principles
FTE

Evolution wanted Expected changes
Allocated budget Estimated cost
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• HOW TO CHANGE TO A STRATEGIC
• AND QUALITATIVE APPROACH?

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• CHALLENGES
• Add a qualitative element to the inventory of the
  personnel data job profile or job familiy
  profile (description and competency profile) ?
  depending on the level.
• 2. Generic approach level of competencies,
  type of activities, domains of expertise no
  individual competencies.

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• CHALLENGES
• Link of qualitative and quantitative data
• ? indication of the competency needs for the
  following years
• ? basis to determine the possible ways to
  realise these through
• development (possibly followed by promotion)
• recruitment
• mobility
• Instrument for resource planning, based on the
  effective
• competency needs of the organisation
• Transparant link to the disposable budget
• Strategic approach, at least covering a full
  legislation period,
• yearly adjustable (unexpected circumstances,
  changes in
• priorities, link to strategic management plans of
  the
• organisations, )