DYNAMIC OF INNOVATION AND IDEA MANAGEMENT IN PES

Senior adviser Peter R. Myklebust/The Norwegian Labour and Welfare Administration (NAV)

WAPES AND POLE EMPLOI/FRANCE

SEMINAR 19 – 20 NOVEMBER 2014 IN PARIS

NAV, 18.04.23 Side 2

Overview

A)

Basic facts and features of Norway and NAV

B) Panel questions; 1 - 3

Corporate strategy and Competence strategy

C)

Complementary information of competence development in NAV

NAV, 18.04.23 Side 3

A) Norway - some basic facts

385.000 square kilometers

19 county municipalities

427 municipalities

Population: 5.038.300 (2012)

Population growth 1.3 % (2011)

Birth rate: 2,0

Unemployment: 2.9%

1852 km air distance

south/north (Oslo/Naples)

Coast line 20.000 kmBergen263.762

Stavanger127.506

Trondheim176.348

Tromsø69.116

Kristiansand83.243

Oslo613.285

NAV, 18.04.23 Side 4

A) Main features as basis of innovation and idea management at NAV

Established July 1. 2006 as a merger of the Labour Administration and the Welfare Administration. 15 000 employees (in the state run service).

Administers a third of the state budget - 420 Billion NOK; labour market measures, benefits such as unemployment benefits, occupational rehabilitation, pensions, childcare, etc.

About 3 million annual users

Offices throughout the country in all 427 municipalities

Norway and NAV are facing major challenges in the years to come achieve macroeconomic aims and quality of service:

An increasing future need of ageeing due to ageing,

¼ of the population between 16-65 are temporarily/ permanently out of work.

Improve the quality and goal attainment of NAV throught technology, devlopment processes, competence and better workrelated follow-up of jobseekers.

NAV, 18.04.23 Side 5

A) Basic features cont.The Labour and Welfare Administration’s main objectives

1. More people at work and in activity, fewer on benefit programmes

2. A smoothly running labour market

3. Correct service and benefit at the correct time

4. Good service tailored to individual conditions and needs

5. A comprehensive and efficient labour and welfare administration

NAV, 18.04.23 Side 6

A) Main features cont.Organisational chart of NAV at 1 January 2013

NAV Contact center

NAV Assistive Technology

NAV Pension

NAV Control

NAV InclusiveWorkplace

NAV Employ.ment Counselling

NAV Internasjonal

429 municipali-ties

NAV Appeals’ Unit

NAV County (19)

+ The Labour and Welfare Adm

+ +

456 NAV-offices in429 municipalities

=

NAV Reimbursement

NAV accountancy Pension

NAV accountancy Other allocations

NAV salaries, disburse-ments and accountancy

Directorate of Labour and Welfare

+

NAV Administration

Service line (County level) Allocations’ line Line of Economic Adm

NAV Intro(4 stk)

NAV, 18.04.23 Side 7

B) PANEL QUESTION 1

1.How does NAV structure its overall innovation and idea management?

State legal and policy framework; quite stable

Overall Corporate strategy of NAV

Competence strategy (internal)

Knowledge Strategy (external)

NAV, 18.04.23 Side 8

Refine and disseminate our

expertise on the state of labour market and

welfare system

Contributing actively in the field of policy

develoopment and simplifying standard rule requirements

Enhance competence on workable practices

Facilitate co-determination and accentuate users’

own responsibilities

Offer more telephonic and website services

Strenghten the system approach of users’ co-

determination

Strenghten abilities in guiding and

interacting with users

Target competence development

Solve managerial tasks by means of competent units

Ensure common and and concise quality requirements and

similar work processes

Strenghen the labour market focus of users’

follow-up

Maintain a flexible set of active measures and a well targeted application thereof

Clarify roles and strengthen interaction

with working life, doctors and the school

system

Strenghten labour market competence

Practice transperent management and comprehensive implementation

Induce joint efforts in strenghtening NAV

as a learning organisation

Develop new ICT solutions and ensure

successful implementation

Continue efforts in inducing efficiency

and enhance abilities of change

Elaborate the state-municipal partnership

Competent societal partner

Active users/clients

Reliable mangagement

Job is focus 1Operative and instrumental organisation

B) Corporate Strategy of The Norwegian Labour and Welfare Administration 2011-2020

NAV, 18.04.23 Side 9

B) Competence strategy; elements and requirements

The Competence strategy is to underpin the Corporate Strategy of NAV and is crosscuting all 5 main corporate areas; a horisontal function.

The competence stragegy is composed of five (5) elements:

Knowledge; factual, updated, comprehension and insight

Skills; ability to carry out tasks successfully

Abilities; employees’ invividual potentials and qualities

Attitudes; employees’ basic values and motivation

Efficient performance of all services, including employment services, is dependent on a successful implementation of the Competence strategy throughout the entire structure and functions of NAV in relation to

its employees and users/clients

service performance and

organisational/managerial efficiency, cohesion and reliability.

NAV, 18.04.23 Side 10

Panel question 2

2. How is the process of production and customer service a formalized part of idea management and innovation?

A system of annual aims and results requirements

Production monitoring/Control/Aggregate national reporting/Assessment/Evaluation and

Continuous adjustments of methodology and digitilaised work processes

NAV, 18.04.23 Side 11

B) Panel question 33. The structure and tools of the Directorate of Labour and Welfare to ensure innovation and idea management Annual users’ surveys

Labour market survey; questionnaire to employers

Risk analysis for all departments and functions of entire NAV

National results monitoring and evaluation (Q2); 3 times a year

Overall quality assurance assessment – Quality Director at Services’ Department

Improvement Section” at the Department of Organisation

NAV, 18.04.23 Side 12

B) Panel questions – Q3 continue

Local Best Internal Practices; converted into national guidelines

E-learning portal

Competence@nav and Learning@nav are extranetbased management tools to generate/maintain data to support goal attainment.

Annual HCI-surveys to NAV-employees (Human Capital Index)

Department of Development established in 2014

System of internal audits into e.g. services’ functions of NAV

NAV, 18.04.23 Side 13

C) Complementary information of competence development

in NAVStructural features of NAV and competence requirements

State employees at most NAV Local offices are multitasking regarding basic services; Information/Registration/Receiving benefit applications/Jobseeking activities

A new standard of workrelated follow-up is the main tool for all state employees at NAV’s Local Offices.

At NAV Local offices there are few earmarked employees for e.g. jobseeker/employer services; presumably some 600 out of 5.000 employees.

Competence development and monitoring  of employees at NAV Local Offices (and other local specialized offices) employees are to a large extent determined by the

The overall aims and corporate strategy of NAV,

The structure/division of tasks at NAV macro level

The structure of and interaction between the state and the municipal part at NAV Local offices,

The structure of employment services and the increasing digitalisation of all NAV services and

By the ongoing development of an overall system of quality assurance as part of NAV’s corporate strategy regarding reliable management.

All work processes are steered by a common standard of workrelated follow-up requirements.

NAV, 18.04.23 Side 14

C) Staff competence development in relation to key fields of work and service requirement

Competence assessment and development activities

General condition for recruitment at NAV: 3 years of postsecondary education (Bachelor)

20 per cent of NAV employees hold a Master’s diploma.

55 per cent of NAV employees hold a Bachelor’s diploma.

25 per cent have completed various form of specialized postsecondary education.

NAV, 18.04.23 Side 15

C) Staff competence development in relation to key fields of work and service requirement

Each NAV employee has an average of 3 employment relationships

Good and widespread skills in foreign languages among NAV employees

Competence development activities are detemined by

1. The relevant fields under the 5 areas of NAV Corporate Strategy,

2. NAV staffing profiles of abilities within various tasks/services areas as registered by them in Competence@nav and

3. The need of better follow-up of users to improve their employability and ensure a quicker reintegration into the labour market. Key obstacles, task areas and work processes related to various services are permanently identified.

NAV, 18.04.23 Side 16

C) Staff competence development in relation to key fields of work and service requirement

At NAV Local Offices (and other local support offices) the role of «Generalist/multitasking» is the basis for the design of competence development activities.

But there is still a process of increasing specialisation of task responsibilities, thereby better reflecting NAV/PES staffing profiles with users’/clients’ profiles.

Regular job assessment meetings between managers and employees form the basis for individual job/career development plans. Participation at competence activities within key areas are decided on this basis.

Managers at various levels are also subject to the same competence development system, but does also include management training and counselling.

NAV, 18.04.23 Side 17

C) Staff competence development in relation to key fields of work and service requirement

Various learing methods and arenas are applied; expert meetings specific subjects, E-learning, internships, video transmissions and interunit courses.

NAV has developed an electronic Learning portal: Learning@nav.

About 60 E-learning courses have been developed.

256.747 onloggings in 2012 – 9 in average.

15.428 persons were registered for 746 courses/meetings via Learning@nav in 2012.

4283 persons completed altoghether 7250 E-learning courses.

E-learning courses are used as tools at work; 1.600.000 «visits/clicks» in 2012 – 94 in average

Employment related follow-up is by far the most important competence development activity

NAV, 18.04.23 Side 18

C) Competence monitoring as tool of human resource development to ensure quality of service

Competence monitoring is also important for the role of leadership at various levels at NAV:

Competence@nav and Learning@nav are extranetbased management tools to generate/maintain data to support goal attainment.

Managers must also know the «business of NAV»; management performance itself is insufficient

Learning and being able to motivate employees and to strenghten the entire organisational attaiment capability, is a leadership requirement.

Leadership abilities are assessed as to how they succeed in this field, including how managers use the various means and incentive measures

Competence management is a vital element of NAV management guidelines and requirement.

Competence management is seen as essential in ensuring quality of work in the entire organisation, not only at the final stage of service delivery.

NAV, 18.04.23 Side 19

C) Competence monitoring as tool of human resource development to ensure quality of service

In a broader sense, management training at NAV stresses close employee follow-up to promote personal development and motivation aiming at higher standards of professionalism and quality of work.

At NAV Local Offices given the still strong prevalence of multitasking, quality management is very challenging; In particular regarding the follow-up of jobseekers.

A questionnaire on “Performance competence” for units with close client contacts has been developed. Employees are requested to register/assess how they perform in key task and service areas. This a management tool for improving quality and professionalism at work.

NAV, 18.04.23 Side 20

C) Competence monitoring as tool of human resource development to ensure quality of service

How is the approach at NAV to ensure professionalism and quality at work at employee level in NAV Local offices?

The management approach is similar for all functions and employees, yet taking individual challenges into account.

Employment councellors are subject to competence upgrading in their areas of responsibilities.

But management approach and methodology to adress motivation, health, stress factors, career development perspectives at local level are the same:

Annual/regular job assessment meetings with employees taking the working and personal situation into account.

NAV, 18.04.23 Side 21

C) Competence monitoring as tool of human resource development to ensure quality of service

Employee career development plans are to be offered and adjusted for all staff members. Skills upgrading may be part of these plans, and at local offices wage policies are used as incentives to improve work performance and as part of career development plans.

Current follow-up on how employees perform within the human resource guidelines. Individual benchmarking on productivity and quality performance is a matter of dispute.

A national agreement on Inclusive Working life, for which NAV is responsible, requires individual work adaption for employees with mental and physical health problems.

NAV, 18.04.23 Side 22

C) Concluding remarks on competence Competence development and monitoring of state employees at local offices are

to a large extent determined by the aims, digitalization and structure/division of tasks at NAV as a whole. Especially between the 1st line of service at local offices and the 2nd line of service at nationwide units for allocations.

State employees at NAV Local offices are “generalists” covering all tasks; few earmarked employment counsellors. Therefore, all state employees at local offices may be termed employment counsellors and steered by a common standard of workrelated follow-up requirements.

NAV’s employment services are interlinked and unseparable from benefit handling/eligibility. Therefore, the requirements of professionalism of employment counsellors cannot be separated from other employees and services at NAV.

The corporate strategy of NAV defines the Competence strategy and fields of action related to

its employees and users/clients,

service performance and

organisational/managerial efficiency, cohesion and reliability.

NAV, 18.04.23 Side 23

C) Concluding remarks on competence

On this basis competence development activities are determined by

NAV staffing profiles of abilities within various tasks/services areas as registered by them in Competence@nav and

The need of better follow-up of users to improve their employability and ensure a quicker reintegration into the labour market. Key obstacles, task areas and work processes related to various services are permanently identified.

Various learing methods and arenas are applied; expert meetings specific subjects, E-learning, internships, video transmissions and interunit courses. A high level of upgrading activities in the entire organisation of NAV.

Managers must know the «business of NAV»; management performance itself is insufficient.

Competence management is seen as essential in ensuring quality of work in the entire organisation, not only at the final stage of service delivery.

NAV, 18.04.23 Side 24

C) Concluding remarks on competence A questionnaire on “Performance competence” for units with close client

contacts has been developed. Employees are requested to register/assess how they perform in key task and service areas. This a management tool for improving quality and professionalism at work.

Due to multitasking at local offices management approach to achieve quality at work is determined by common standards, yet taking individual challenges into account.

Management approach and methodology to adress motivation, health, stress factors, career development perspectives at local level are the same:

Annual/regular job assessment meetings with employees.

Employee career development plans for all staff members. Skills upgrading and local wage adjustments are used as incentives to improve work performance

Current follow-up on how employees perform within the human resource guidelines. A national agreement on Inclusive Working life, for which NAV is responsible, requires individual work adaption for employees with mental and physical health problems.