BUSM4592: Strategic HRD Career Planning and Adult Learning Report

This report delves into the critical aspects of human resource development (HRD) career planning and adult learning principles, focusing on employees transitioning into HR roles within new organizations. It emphasizes the importance of career planning strategies, particularly in linking strategic planning with overall HRD, and highlights the significance of considering employee needs and technological, economic, and legal factors. The report underscores the role of adult learning principles, such as autonomy and goal-orientation, in motivating and managing adult employees. It also addresses key considerations for HR professionals, including organizational climate, training facilities, and the evaluation of mission goals. The report concludes by providing a comprehensive framework for employees to successfully navigate HR roles and contribute to effective organizational structures, providing a solid foundation for strategic HRD and adult learning within an organization.

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HRD PLANNING AND ADULT LEARNING PRINCIPALS
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[Author Note:]

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EXECUTIVE SUMMARY
The below discussed report states about the human resource development career planning of
any employee willing to move into a different organization into a HR role and also the adult
learning principals. The report also emphasises about the key factors that the employees must
keep in mind and follow before moving to the HR post in an organization.

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Table of Contents
Introduction.................................................................................................................................5
Discussion...................................................................................................................................5
Career planning strategy..........................................................................................................5
Importance of adult learning principals..................................................................................6
Conclusion...................................................................................................................................8
References...................................................................................................................................9
Appendix...................................................................................................................................11

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Introduction
The human resource development (HRD) planning is an essential criteria in an
organization and also it provides employee motivation, employee development and employee
career development. The main objective of the human resource development is to ensure and
form a superior workforce for the organization and also to monitor and control the working
force of the individual employees who are contributing to any organization. Both the internal
and external aspects of the workplace comprises of the human resource development plan
(Hirschi, Herrmann and Keller 2015). The managers or people responsible for the
organization also indulges the employees for various kinds of trainings and works for the
development of the workforce in order to improve the organizations working environment and
culture. The organization wanting to have a strong and solid human resource development
must abide by the above guidelines. The human resource development (HRD) is basically the
future analysis of the needs of the organization in order to achieve the company’s goals.
Discussion
Career planning strategy
Human resource development (HRD) planning is the future and current analysis of
human resources within an organization in order to link the strategic planning with the overall
human resource development of the organization. Career planning is one of the most
important aspects of the organizations and the employee’s future in the organization and it
also helps in the human resource development planning and to build a strategy accordingly.
The main objective of the career planning is the use of maximum human resources in an
effective way and also to achieve greater amount of productivity (Lent 2013.). This strategies
also increase the overall turnover and motivation of the employees. However in order to do so
the needs and requirements of the employees must be considered while developing the human
resource development plan. Many factors are associated with the human resource

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management such as technological innovation, economic factors, legal factors and employee’s
organization. Technological innovation comprises of the very fast mechanical changes and
advancements in the field of the organization throughout the world (Riding and Rayner 2013).
Thus the changing activity are also associated with the human resource development career
planning.
Career planning is also associated with the future goals and the current situation of the
organization. Economic factors including wellbeing of the employees and development of
existing projects and also making and development of new projects are also associated. The
employees that are applying for the post of human resources in another company must focus
on the various HR planning and strategies for the development and growth of the organization
(Bolisani and Bratianu 2017). The funding in the company that the employees should be
joining in the role of HR managers should have enough funding as it is needed for the
implementation of new design and ideas to enhance the company’s production. The facilities
offered to the HRD should also be kept in mind such as availability of classrooms, conference
room needed are in house available or have to be taken from any external sources in order to.
The employees should also keep in mind that the facilities that are needed can be funded by
the company or not. The training is an important aspect of any organization and hence the
company should also have appropriate training facilities and the employees should consider
these facts before moving into an organization in role of HRD. (Rothwell et al. 2015). The
climate and culture of an organization also plays an immense important role in the activities of
HRD and also the employees joining any company should check certain criteria of
organizational management support and also supervisory support. Career planning is also an
important aspect in involvement in HR roles in any field and thus the employees should also
consider the positive characteristics and be aware of the uniqueness of each employee.

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Importance of adult learning principals
The adult learning principal plays an important role in the human resource
development and also the employees opting for such positions also must keep in mind about
the future adult learning principals and strategies. The adults are autonomous and self-learning
and self-directed and thus the adults must be involved in learning process and serve also at the
same time in the process rather than only generating. Group leadership and presentation must
be done by the teachers and also to help them in reaching the goals of the class (Anderson
2013). The adults can accumulate various knowledge factors and experiences from the real
world experiences which any fresher would lack and the teachers need to connect to those
knowledge and also keep in mind that the adults are always goal oriented and they always
appreciate any kind of educational program which has clearly defined elements and structures.
Such adults involved in an organization can be motivated to do further work by social
relationship enhancement, social welfare and personal advancement in many aspects. These
principals are very much important to the human resource development s because a huge
number of employees in any organization are mainly adult employees who must be motivated
and controlled in a different approach and adult learning approaches must be followed in such
cases (Aswathappa 2013). Motivation and reinforcement is also associated to the instructors
and retention of the adult employees must be done in order to maintain a strong and steady
human resource development career planning. The employees that are applying for the post of
human resources in another company must focus on the various HR planning and strategies
for the development and growth of the organization.
The management of the workforce is one of the most important factors associated with
this subject and the employee satisfaction towards their existing working model should also be
considered. The working party sometimes tries to negotiate with the administrative section of
the organization and the employees trying to apply for the post of the HR in the organization.
The supply of work and supply of resources also plays an important role in the career

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planning in Human resource development. Various legal problems and factors are also
associated with the adult career planning. The cultural and geographical factor also plays an
important factor in the career planning in the Human resource development. The
organizational culture also needs to be learnt and organized and also the evaluation of the
mission goals should be kept in mind (Bratton and Gold 2017). The employees joining in the
post of HR should also keep in mind about the plans for recruitment, hiring, educating and
training and compensating the employees. The above discussed methods and factors can be
applied in case of the employees who are joining the organization in the post of HR and such
employees must keep in mind about the discussed proposals and factors related to adult
learning principals and human resource development planning. By abiding the factors and
points discussed in this report the employees willing to join the new organization in the HR
posts will be highly benefited and also the employees can assess the employees of the new
organization in a better prospective (Zepeda 2014). The human resource development
planning and the adult learning principals are the two important points in this aspects and thus
the employees must abide by such planning strategies to successfully working in a HR role of
any organization.
Conclusion
Human resource development planning and adult learning principals are the two
aspects discussed in the above report and this emphasises on the employees who are planning
to move to post of HR in a new organization and the employees must keep in mind about the
discussed strategies and plans about the two aspects. Human resource development (HRD)
planning is the future and current analysis of human resources within an organization in order
to link the strategic planning with the overall human resource development of the
organization. And on the other hand the adult learning principal plays an important role in the
human resource development and also the employees opting for such positions also must keep
in mind about the future adult learning principals and strategies. Thus the above report

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describes the about the key factors that the employees moving to HR post in an organization
must keep in mind in order to carry out a successful organizational structure in every aspects.
References
Anderson, V., 2013. Research methods in human resource management: investigating a
business issue. Kogan Page Publishers.
Aswathappa, K., 2013. Human resource management: Text and cases. Tata McGraw-Hill
Education.
Bolisani, E. and Bratianu, C., 2017. Knowledge strategy planning: an integrated approach to
manage uncertainty, turbulence, and dynamics. Journal of Knowledge Management, 21(2),
pp.233-253.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Cascio, W.F., 2015. Managing human resources. McGraw-Hill.
Hirschi, A., Herrmann, A. and Keller, A.C., 2015. Career adaptivity, adaptability, and
adapting: A conceptual and empirical investigation. Journal of Vocational Behavior, 87, pp.1-
10.
Lent, R.W., 2013. Career‐life preparedness: Revisiting career planning and adjustment in the
new workplace. The Career Development Quarterly, 61(1), pp.2-14.
Lövdén, M., Wenger, E., Mårtensson, J., Lindenberger, U. and Bäckman, L., 2013. Structural
brain plasticity in adult learning and development. Neuroscience & Biobehavioral Reviews,
37(9), pp.2296-2310.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

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Riding, R. and Rayner, S., 2013. Cognitive styles and learning strategies: Understanding
style differences in learning and behavior. David Fulton Publishers.
Rothwell, W.J., Jackson, R.D., Ressler, C.L., Jones, M.C. and Brower, M., 2015. Career
Planning and Succession Management: Developing Your Organization's Talent—for Today
and Tomorrow: Developing Your Organization’s Talent—for Today and Tomorrow. ABC-
CLIO.
Zepeda, S.J., 2014. The principal as instructional leader: A handbook for supervisors.
Routledge.

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Appendix
UNITED NATIONS
ECONOMIC COMMISSION FOR EUROPE
STATISTICAL DIVISION
Working paper No. 1
Workshop on Human Resources Management & Training
5-7 September 2012, Budapest, Hungary
CONTEMPORARY ISSUES ON HRM AND TRAINING IN
NATIONAL STATISTICAL INSTITUTES
Paper by Mr. W.J. van Muiswinkel from Statistics Netherlands

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Introduction
This paper is prepared to facilitate the organization of the workshop and to structure
the agenda by translating the challenges into fourteen topics (equally divided into the pillar of
HRM and the pillar of Training). Member countries are kindly invited to review this
document and sub- mit papers on the mentioned topics. These papers will be used as input for
presentations and dis- cussions during the workshop. The Workshop will be hosted by the
Hungarian Central Statistical Office and co-chaired by The Netherlands and Poland. The main
goal of the workshop is to ex- change experiences and to develop good practices in the area of
Human Resource Management (HRM) and Training in National Statistical Institutes (NSIs,
including Eurostat and IMF). As dele- gates from 56 UNECE member countries are invited to
participate, the objective is to meet the challenges which NSIs are currently facing and to
examine future challenges in the years to come.
The different levels in development of Human Resources Management and
Training in NSIs are illustrated in the pyramid presented in Figure 1. The level of
development of HRM and training of NSI’s can defer from each other. Based on this
pyramid, the NSI can roughly determine the level of development in HRM and Training
and what moving to the next level entails.

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© W.J. van Muiswinkel
Figure 1: Pyramid visualizing the degree of development in HRM and
Training in NSI’s
If, for example, HRM in a NSI is mainly focussed on primary terms of employment and is
dominant in setting the rules and duties for employees, this would correspond to the situation
at the bottom of the pyramid. This means that HRM can be described as primarily operational
and HRM is mainly reactive on emerging issues in the NSI. From this level, HRM can grow
to the next level, which is called Administrative HRM. To reach this level, HRM should
develop an administrative HRM-system; focus on the introduction of secondary terms of
Strategic Pro-active
Policy-based HRM&T
Mobility
Management development
-Training current & next job
Tactical Instrument-based HRM & Training:
Working contract – feedback - evaluation –
Training on excellence in current job
Active
Administrative HRM:  Mutual work relations
Administrative HRM-system
Employee rights - work conditions - attractive employer
Secondary terms of employment (holidays, benefits, etc.)
Training on basic issues
Operational Basic HRM:
Primary terms of employment: Employer sets rules/ duties for employees
Collective Bargaining Arrangement between employer and unions/ social plans (work-
ing hours, rest times)
Re-active
Strategic
HRM & T
Strategic Personnel Planning
Knowledge management

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employment, and introduce a basic statistical training programme. In this way, NSIs can
determine at which level of the pyramid HRM and Training is operating at the moment, and
what instruments can be developed to move to the next level. It is important to note that levels
can only be climbed one level at a time. If the HRM & Training is on the second level, it
cannot move directly to fourth level.
Basic HRM
At the bottom of the pyramid the basic level of Human Resources Management is de-
scribed. Key elements of this first level are primary terms of employment (salary, working
hours, work and rest times). In addition, basic HRM also comprises a collective bargaining
arrangement between the employer and the unions.
Administrative HRM
The next level of development in HRM is what is called ‘Administrative HRM’. On
this level all administrative procedures concerning HRM and Training are structured and well
organ- ised. This level is also characterised by mutual work relations between employer and
employee. This is expressed by the awareness that in order to attract and retain good
employees, secondary terms of employment should be arranged (such as holidays and other
benefits).
Instrument based HRM and Training
This level is characterised by the use of HRM and Training instruments. These are
used to reduce subjectivity in HRM and Training by standardizing working procedures. An
example is the yearly ‘management cycle’, which starts with articulating the working contract
between man- ager and employee (expected output) at mid-year followed by giving feedback,
and finally, at the end of the year, evaluating the output. This instrument will help to articule
points of improvement in the current job. Specific training can be offered to improve work
performance.

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Policy based HRM and Training
This level is characterised by the need to anticipate on HRM and Training issues in the
coming period (one or two years). HRM and Training activities are directed by an articulated
pol- icy within which HRM and Training instruments are put in place. Important issues are
mobility- policy for employees, a management-development programme and training which
can be focus- sed on the current, but also on a future job.
Strategically HRM and Training
The top of the pyramid represents what we refer to as strategic HRM and Training.
This level can only be reached if all underlying levels are in place and are operating well.
Moreover, the focus of (top) management is on long-term development of business
processes and personnel. Two strategic instruments are Strategically Personnel Planning,
and knowledge management (this is ensuring the level of knowledge, taking into account
the (external) mobility of personnel).
The first two levels of the pyramid can be characterised by the term ‘Operational
HRMT’, because the main focus of the HRMT activities is to secure basic operational
issues. The activities at these two levels are mainly reactive in the sense that they are
reacting on circumstances.
Levels three and four can be characterised by the term ‘Tactical HRMT’ which
requires an active role on the part of the HRMT department. The activities in levels three
and four focus on ad hoc demands of the moment as well as activities in the short-term
(one or two years).
The fifth level constitutes the Strategic level. Strategy responds to the questions:
what will be the nature and direction of an organization during the next 5-10 years; and
how can they be achieved. On this fifth level, HRMT plays a pro-active role in reaching

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future goals. This means that HRMT activities are aimed to plan and develop resources for
their most efficient and effective use (now and in the years to come).

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Aim of the Workshop
As mentioned in the introduction, the main idea of the workshop is to exchange
experi- ences and to develop good practices on HRM and Training in statistical offices. The
aim of the workshop will be best met when topics on the different development levels of the
pyramid (Figure are discussed. This will help countries to receive feedback on their own
working methods and share good practices.
It is intended to produce a collection of good practices in HRM and Training, based on pa-
pers and the discussions held during the workshop. Papers presented at the two previous
interna- tional meetings on HRMT in 2008 (Skopje) and 2010 (Geneva) may also be used for
this purpose.
Contemporary HRM and Training issues
NSIs need to stay relevant in the modern world. The fact that others are starting to
produce and offer statistics where NSIs used to have a monopoly means that NSIs are losing
relevance. To address this situation, the UNECE High-level Group for Strategic
Developments in Business Archi- tecture in Statistics (HLG-BAS) was established in 2011 to
provide power and governance in the area of modernising statistical production. The HLG-
BAS proposes to actively pursue a course to create the statistical outputs that will give our
stakeholders a clear perspective on what is happening in the world today.
The developments in business architecture provide an up-to-date context and strategic di-
rection for human resources management & training issues. In addition, in order to assess
relevant themes on the pillars HRM and Training the co-chairs of the 2012 Workshop sent a
short informal questionnaire to the national contact points of related NSIs in October 2011.
The questionnaire covered five themes:

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Challenges regarding Training & Development
Focus-points in HRM-policy at this moment
Tools which are currently used (or being developed) to answer challenges successfully
Challenges relating business architecture and HRM-management
Tools to use or develop to meet needs of next generation of statisticians
Results of the questionnaire
A total of 24 countries replied to the questionnaire (see appendix 1 for a summary of
the results). The outcome of the questionnaire gives an overview of countries that are
pioneering on the mentioned themes and gives important input for the main topics which
should be addressed in the HRMT workshop.

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High Level Group
for Strategic Directions in
Business Architecture in Statistics
Training Program
Policy & evaluation
Recruiting
Attracting & Retaining
staff/ talent nursing
International Masters
in official statistics
Figure 2: Strategic Personnel
Planning.
TRAINING HRM
‘Looking towards 2020’
New statistical
techniques / methods

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Mobility Career paths Work rotation

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Strategic Direction for the Workshop: HLG-BAS
The changes in our society increase the need for more and quicker statistics. At the
same time, official statistics needs to stay relevant to the modern world. Quality is negotiable
but needs to be communicated. The challenge for statistical organizations is to be sufficiently
flexible and agile to provide statistics according to user needs, at an acceptable cost. In the last
few years’ new technologies and communication facilities have sprung up and are
reformatting the landscape in which businessis done. For real progress, senior and top level
management need to step in and drive the changes.
The High-level Group for Strategic Developments in Business Architecture in
Statistics (HLG-BAS) has been established to add power and governance to the various
groups working un- der the umbrella of the Conference of European Statisticians, as well as
other groups working in the area of modernising statistical production. It provides top
management ownership and coher- ence, and actively requests organizational innovation and
show commitment for international coop- eration. As a first step, the HLG-BAS is defining a
strategic vision which will also serve as a means of alignment for the groups.
The strategy is defined in two directions:
Statistical output: New and better products and services more tuned to the way the world is
operating today, and created from a global perspective. This will help NSIs to stay relevant;
Production methods: Different and better processes and methods tuned to delivering our
products at minimal cost with greater flexibility and in cooperation between institutions. This will help
to improve efficiency and effectiveness.
In figure 2 this strategy is summarized as ‘new statistical techniques & methods’.
Challenges

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Due to the economic crisis, nearly all NSIs face budget cuts and have to face staff
reduction. Another challenge is the fact that NSIs in most countries do not have a very strong
reputation on the labor market. Because of poor image and often relatively poor wages, it is
hard for NSIs to attract and retain highly educated employees. This will become a growing
problem, knowing that in the coming years large groups of older employees will leave NSIs.
Given these facts, the biggest challenge for HRM and Training departments is to
energies innovation. The challenge is to establish a culture for change. Human Resources in
the NSIs are among its most important assets it is where knowledge and culture is kept. In
most organizations there is a good supply of forward thinking people. The challenge is to
unlock this potential. We should encourage an entrepreneurial attitude and look for ways to
change the culture in our organizations where necessary.
Proposed topics for the workshop
To facilitate preparation for the workshop, all topics mentioned by the countries in
their responses to the questionnaire are structured into 3 groups. Based on this outline,
member countries are invited to submit a paper on the mentioned topics that will be used later
on as an input for presentations, discussions and a collection of good practices.
Below the proposed topics for the discussion are further explained.

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Cross cutting issues
Taking into account the challenges for NSIs in the coming years (new statistical
techniques and methods, budget cuts and image of statistics) two general topics for the
HRMT-workshop can be derived which are relevant for both HRM and Training:
Topic 1: Strategic personnel planning
The aim of strategic personnel planning is to model the yearly quantitative and
qualitative need of staff in the coming years. By doing this, a NSI can take accurate policy
actions. It would be helpful if best practices on the instrument could be presented during the
workshop.
Topic 2: Knowledge management
As a result of the demographic shift in the years to come, it will become more
important to secure key knowledge within the NSIs – especially when key-personnel is
leaving because of budget-cuts, external mobility or retirement. The challenge is how to retain
and pass-over essential knowledge to new and younger personnel. NSIs with experience on
this topic are invited to share their (best)-practices on this topic.
Because of their joint merit for Training as well as HRM, these two topics are
positioned in between the two pillars of Training and HRM.
Training
Topic 3: Training Program (Policy & evaluation)
This topic encloses a whole range of training opportunities covering the entire span of
the statistical value chain and related issues (operational, strategic and specific training). Key
questions to be answered are: how do NSIs organize their training programme? What training
can NSIs un- dertake themselves, and what is done externally? Another specific issue within
this topic is the subject of the evaluation of training to facilitate improvement.

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Topic 4: International Master in official statistics
The need for qualified statistical staff is evident in every NSI. In different countries
initia- tives are being taken for a special School for Statistics and Social Economic Analysis,
where a degree in official statistics (BSc, MSc, PhD) would be possible. On the EU level, in
June 2010, a “Workshop on a European Master in Official Statistics” was organized by
Eurostat and the Univer- sity of Southampton (UK), followed by the initiative of a group of
countries and universities to prepare proposals to the ESS committee. Eurostat supported these
proposals and decided to launch of a call for tender. Which initiatives and good examples
exist regarding organisational set-up and financing? What is the target audience? Is the
programme focussing on statistics (methodology and its application) or should it also contain
related general topics like quality and management?
Topic 5: E-learning
E-Learning / Web-based learning and video learning are a few of the innovative tools
that would enrich statistical training programmes by going beyond geographic and language
constraints. It takes advantage of the ability of technology to move effortlessly across
countries and it makes it widely available to many more participants than would be possible in
a classroom training setting. What are the best practices at the moment? What are the
strengths and weaknesses of E-learning?
Topic 6: Training new recruits
All staff members (young and experienced) need to be trained. Also, due to the
demo- graphic shift it becomes more and more important to attract and recruit new staff.
But after con- tracting, new staff need to be trained and retained. What are best practices
on this issue? What are experiences within job shadowing, training on the job, short
training sessions, international ex- changes, study visits, secondments?

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Topic 7: Management Development
Leadership & Management Development for the middle and top management (of
people and projects) is essential, especially within the current scope in which NSI’s have to
operate. How do NSIs develop their MD-programmes? How are managers selected and
trained? What are best practices and dos and don’ts?
Human Resources Management
Topic 8: Recruiting
Budget cuts will probably be the cause of the reduction of the number of new recruits
per year. The expectation for most NSIs will be that because of the demographic shift,
recruiting, at- tracting and retaining qualified staff will remain important – or at least will
become important in the coming years. A fact is that fewer young people will enter the labour
market in coming years. NSIs will have to compete with other employers for good qualified
staff. How do NSIs anticipate these developments? What problems do you face and what are
best practices?
Topic 9: Mobility
Increasing the mobility of employees has a number of benefits. First it is a good
motivation factor for people to give the opportunity of career paths. Another benefit is that
employees stay flexible to occupy different positions. This is especially important when
statistical production methods change, and when budget cuts force the NSI to changes the
business process: employees will be better able to adapt to changes.
It would be interesting to exchange (best) practices among different NSIs on the topics
of mobility policy, mobility culture and internal and international mobility (exchange of
experiences), whether internal mobility should be compulsory or not? How can employees be
motivated?

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Topic 10: Development plans & competence mapping
If a NSI wants to attract and retain qualified staff, it means that competences of
employees need to be assessed and trained regularly. Some NSIs use the term “competence
management”, some use the term “development plans”. The key issue is that the management
is assessing the skills and knowledge of the employees in a methodical or systematic way.
What method is used in your NSI? Which best practices might be useful to share with other
NSIs?
Topic 11: Performance review
It is a challenge for most managers to measure the performance of an employee – and
to be able to compare the performance in a more or less objective way with other employees.
Some NSIs use tools for the performance review- or staff appraisal interviews. What are
experiences and best practices in this respect? Another issue in this respect is performance–
linked payment. What are experiences on this issue?
Topic 12: Work environment
A healthy work environment is an important job-satisfier and primary term of
employment. It would be good to exchange best practices on how we can improve the work
environment with little means. Another issue is that modern technologies now makes it
possible for employees to work ‘time and place independent’ (or remote work). In future it
might not to be necessary to come to the office every day, but to work at home – or
somewhere else. These increased possibilities bring new challenges, for instance, for the
manager, but also for working conditions of new technologies; innovative work culture, etc. Is
your NSI already experimenting with remote work? What are advantages and threats? What
are best practices?
NSIs are invited to submit a paper on the above-mentioned topics.

Running head: DEVELOPMENT OF STRATEGIC PLANNING
Appendix 1: Results of the short questionnaire: Main topics
Current challenges & focus points Current Tools 2020: Biggest challenges
General
1. Budget constraints (do more with less
resources; increasing efficiency)
Training
2. Training (operational and strategic, spe-
cific)
3. E-learning
4. Leadership & Management Development
5. Job shadowing, training on the job, short
training sessions etc.
6. Knowledge management
7. Training of trainers
HRM
8. Development and implementation of the
HR concept
9. Mobility (internal-)
10. Recruitment, Attracting and
retaining young and qualified staff
11. Personnel performance evaluation
Incentive for high performance/staff
Training
2. In-house and external trainings (specialised,
exclusive etc.), ESTP, Civil service training
Master and doctoral degree, home and abroad,
3. E-learning system
4. Training for the middle and top management
HRM
8. HR management system (database)
9. Yearly interviews about training and
development skills
10. Web portal for recruitment and selection, High
quality recruitment; Mentoring of new staff,
Induction programme/training for new recruits
Staff appraisal interviews, performance re-
1. Doing more with less (less resources
and staff), efficient production, Business
process redesign
Training
HRM
8. To develop analytical skills to meet
increased demand for the administrative
data
Identifying, developing and using compe-
tencies of employees
10. Retaining qualified staff Recruitment of
well qualified staff (demographic shift), Use
of new staff selection methods

1DEVELOPMENT OF STRATEGIC PLANNING
motiva- tion
12. Competences Management
13. Staff opinion survey
14. Flexible working times, modern work
solutions, work from home
15. Healthy work environment
16. Quality Management
view/evaluation
12. Competence database (competencies and skills)
13. Staff opinion survey
15. Upward feedback
13. Staff motivation (low wages, learning,
development, etc)
15. Better use of modern technologies, to
adapt to the new process of survey produc-
tion; Innovative work culture, smart working
tools, remote work, etc.
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