1. The system of personnel management: Planning of personnel - methodologies for positions needs assessment - practical application. Tendencies of HRM, challenges of our time 2015, NOVEMBER STE, PhD. GINTAUTAS VILKELIS THE EU TWINNING PROJECT “SUPPORT TO THE CIVIL SERVICE MODERNIZATION IN THE REPUBLIC OF MOLDOVA IN LINE WITH EU BEST PRACTICES”

2. ROLE OF HR UNITS Personnel Processes Strategic orientation Operational orientation Catalyst for change Champion Strategic partner Expert on administration

3. The needs assessment The practice of human resources management of public service can have a significant impact on the legislative changes, the labor market situation in the country and other aspects. The methodology for positions needs assessment - is a tool of human resources management. It is recommended to take into account the internal and external environment of organization in accordance with the following criteria to select the most appropriate methods of work demand. The internal environment of the organization - the maturity level of the organization. The external environment of the organization - the possibility of changes in the external factors.

4. The application of the methodology 1. By what means, the organization determines the required number of employees? 2. What is the plan for human resources prepared for specific purposes? 3. How the plan meets the organizational structure of the institution? How to optimally structure helps distribute and manage human resources? 4. How to plan defines the use of internal human resources to achieve specific goals?

5. The application of the methodology 5. How is the amount of working time? 6. How to determine the responsibility of personnel of the institution? 7. Is there sufficient competence of staff of the institution? 8. What impact can have staff turnover?

6. METHODS Analysis of competence Planning mutual substitutability An analysis of responsibilities (matrix) Analysis of the working time

7. 1. Analysis of competence Competence - the ability to perform certain actions based on knowledge, skills and values in general. The objectives of the method: - Assessment of existing competencies of staff; - Planning the development of competencies of staff; - Assessment of the requirements of positions in accordance with the required competencies. - Analysis of competencies for long-term planning. - Assessment of existing competencies and expertise helps to plan for the future - what skills will be in excess or what can be a disadvantage.

8. The first stage. The importance of competences It is needed to evaluate the importance of competence by comparing the best and the average employee. The head of unit fills the table for each position by comparing the degree of competence and better characterize the performance of the average employee. Rating of competences is not to determine the level of competence, but placing them in order according to their importance. Objective rating of competences - to identify key competencies!

9. The second stage. Individual analysis of the competences General competence Ethics and Values

10. The third stage. Analysis of competence.  Possible new requirements for the development of new curricula.  The risk assessment, the competent personnel can leave the organization.  Plans for further training.

11. The results of the method Having established that the organization needs certain competencies that are not currently available, you can make decisions related to the acquisition of skills. Develop internal expertise. Evaluating the effectiveness of the employee - to define the basic skills and knowledge needed to work together and negotiate with the management about the possibility of additional training to perform their functions. During the conversation, it is recommended to discuss the employee's motivation and capacity to develop competencies. Establish new positions. Buy services that require specific competences, from external suppliers.

12. 2. Planning mutual substitutability. The main objective of the method - to assess the likelihood that specific position in the short term may be demand for interchangeability of employees and to determine the level of readiness of the institution to quickly fill vacancies without negative consequences.

13. Application of the method consists of three phases: 1. Segmentation of positions in accordance with their impact on the organization 2. Predicting the level of interoperability in the important and not so important segments of positions 3. Evaluation and adaptation of tools for managing positions in interchangeability depending on the alleged interchangeability

14. Guidelines of the method of interchangeability Plan of interchangeability, in most cases, is coordinated by the HR units, but requires the involvement and support of heads of other units. Planning should be a "bottom-up" - so on, first of all department managers should evaluate themselves and their subordinates, after evaluation, the segmentation and plans are reviewed and approved. Plan of interchangeability is recommended to revise and update every year.

15. 3. The method of analysis of responsibility Assignment of the method The purpose of the analysis of responsibility (constructing a matrix of responsibility) - the definition and consolidation of the position of clear levels (roles) responsible for the impact of each function other units. Each function is analyzed in a matrix of responsibility in accordance with the position with a certain level of responsibility in accordance with the position involved in the implementation of each function / activity, impact on the achievement of the implementation of this function / activity.

16. Description of the levels of responsibility The immediate impact on the result of the position Primary Crucial controlled impact of one on the final results of the function. Shared responsibility during the occupation of other positions is smaller / secondary. Shared Direct shared responsibility during the occupation of one or more positions for the final results (important note - subordinates and executives can not share the responsibility) other units Indirect impact of the position on the result Contributory Explanatory, advisory or deterrent effect on other positions to make decisions and work. Remote Submission of information and the provision of such indirect services required to perform the work during the occupation of other positions from other units

17. Guidelines on applying the method Building a responsibility matrix makes it possible to study and build a related description of the analyzed activities in accordance with the position, the position of the units, flowcharts, processes to a higher level of quality and detail the processes with clear roles, positions in these processes, with the establishment of responsibility for the implementation of all activities. It is proposed to analyze the responsibility does not line managers and heads of institutions who seek the classic hierarchical organization evolved into a more process-oriented and organized structures, improve their efficiency and transparency of position involvement in this process. Determination of levels of responsibility creates prerequisites for more effectively address the workload and the need for positions, the organization of the activity, rather than the content of the post, which is against the public service is often a consequence of these circumstances.

18. 4. The method of analysis of working time (value creation) Assignment of the method The purpose of the analysis work time (value creation) - the definition of working time required to produce one unit of cost, observing its dynamic and efficient allocation taking into account the results achieved using existing human resources to carry out the functions / activities. Analysis of working time (value creation) is based on the totality of the relationship and the performance of the institutions monitoring the actual workload. Evaluation on the basis of the analysis of hours of work needed to produce one unit of value and monitor the dynamics of working time possible to observe the changes in productive activities and predict changes in post requirements.

19. The method of analysis of working time (value creation) To analyze volumes of work are as follows indicators: - directly dependent on the volume of work; - created as a result of the price is the end result of this process, or activity - the "product"from other units Examples of quantitative indicators: *the amount of the administered documents; *the number of clients served; *the amount of advice provided; *participation in the meetings of the working groups / committees; *the number of documents drawn up, etc.

20. Guidelines on applying the method The described process productivity indicators of activities and results of monitoring of working hours in the course of this activity allow to calculate values ​​ of the indicators produced during the working time value, how much working time required to produce one unit of value in the normal course of process. Performance analysis is conducted in the following areas: comparison of the size of the actual performance with the empirical method of calculation parameters - actually much more or less time than anticipated being spent per unit.

21. Guidelines on applying the method Comparison of the size of the actual performance with the regulatory indicators - that is in fact, much more or less time is spent on the creation of a unit of the product in comparison with the established norms. Analysis of trends in actual performance - comparing the effectiveness of work with the efficiency of working hours during the past period and the forecast changes in response to expected changes in environmental factors.

22. Guidelines on applying the method In order to manage the organization effectively is recommended to use the method in its entirety, but, if it necessary, it can be used by the three variants: - Performance analysis without taking the actual monitoring of individual working time performed. - Analysis of the value created for a limited-time, all the steps performed not wide of the institution, but only in the one unit or in respect of the implementation of the one function. - Analysis of working hours without the use of quantitative indicators to be applied to activities. In this case, the working time is planned in advance and evaluate whether the results of monitoring of actual working hours in view of the goal have to be achieved.

23. 5. The method of the zero planning Assignment of the method Zero planning based on the principle of clean sheet of paper. The goal of zero planning - a detailed analysis of each area of activity of the institution, starting with the most important areas of activity and tasks of the institution. This method provides a double benefit: helps to diagnose the nature of the analyzed areas of activity, discloses a result created of these activities and the cost of the declared goals of the institution; contributes to the improvement of processes and procedures. The purpose of the method of zero planning - study and plan the resources needed to implement the activities and functions, as well as, the post requirements from zero without historical data of the organizations activities.

24. The challenges of human resource management in the XXI century 1.Development of management and technology: generational diversity in the organization; IT development / flexibility. 2.Increasing the role of middle managers: decentralization of management HR 3.High demand for skilled workers: a set of talents, attracting talented employees; the relevance of the image of the employer 4.Changes in relation to the employees from passive "working tool" to the personality, interests and life strategy. 5.Changes in the approach to the career of employees: individual career management.

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