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Experiences from INEGI/Mexico regarding Human Resources Management (HRM) in recent years United Nations Economic Commission for Europe (UNECE) Workshop.

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Presentation on theme: "Experiences from INEGI/Mexico regarding Human Resources Management (HRM) in recent years United Nations Economic Commission for Europe (UNECE) Workshop."— Presentation transcript:

1 Experiences from INEGI/Mexico regarding Human Resources Management (HRM) in recent years United Nations Economic Commission for Europe (UNECE) Workshop on Human Resources Management and Training Budapest, Hungary September 5-7, 2012 Josué Hiram Suárez Villaseñor Director general Adjunto de Recursos Humanos Dirección General de Administración INEGI

2 Contents Summary 1.Introduction 2.Instituto Nacional de Estadistica y Geografia (INEGI) 3.Human resources at INEGI 4.Conclusions Experiencias en Administración de RH 2

3 Contents 1.Introduction 1.1Location and context of Mexico 1.2Brief History of the country 1.3Current situation 1.4Population registers Experiencias en Administración de RH 3

4 1. Introduction. Location and context of Mexico Global data: – Located in North America, 2 million Km2. – It went from 13.6m inhabitants in 1900 to 97.4m in – 112.3m inhabitants in 2010, 51.2m women. – Spanish and 62 languages spoken (Maya, Nahuatl, etc.). – In 2009, 11th world economy (GDP in PPP). Experiencias en Administración de RH 4

5 1. Introduction. Brief history and current situation Brief history – Colonial: Conquest in 1500 by Spain 300 years of colony – Independent: 1810 Independence Loss of 50 territory – Modern: 1910 Revolution 1938 Oil expropriation – 2010: Bicentennial independence Centennial revolution Current situation Democracy in the process of consolidation. Mostly young (80, average age 27 years). 22 million tourists (10 ° world). Seventh largest oil producer. Experiencias en Administración de RH 5

6 1. Introduction. Population records Experiencias en Administración de RH 6 Colonial: – At the arriving of Spaniards between 4.5 and 9 million – Significant decrease of population – 17TH century: two censuses of population (1614 and 1625) and five demographic counts (1654, 1662, 1664, 1665 and 1667)Revillagigedo census of 1792 Independent: – Census of 1831 – Creation of the General Directorate of Statistics in 1882 Modern: – First modern census en1895 – Are held every 10 years at years ending with "0“ – Last in 2010 Tenochtitlan at the Spaniard´s arrival. National Palace Mural.

7 2.Instituto Nacional de Estadistica y Geografia (INEGI) 2.1INEGI Recent´s History 2.2Autonomy and powers of INEGI 2.3The National System of Statistical and Geographical Information (SNIEG) 2.4INEGI as coordinator of the SNIEG 2.5Planning and coordination of the SNIEG 2.6INEGI as generator of statistical information 2.7INEGI as generator of geographic information Experiencias en Administración de RH 7 Contents

8 2. INEGI. Recent history Creation – On January 25, 1983 – Almost 100 years after created the General Directorate of Statistics Integration: – General Directorate of Statistics. – General Directorate of Geography. – General Directorate for Computer Policy. – General Directorate of Information, Analysis and Integration. Relevant characteristics: – Union of statistics and geography – Location in Aguascalientes – Deconcentrated Organism from the Ministry of finance Experiencias en Administración de RH 8

9 2. INEGI. Autonomy and powers Relevant facts: Constitutional change in 2006 – Article 26, fraction B. New Act or law of the SNIEG in 2008 – Law on the National System of Statistical and Geographical Information New INEGI as an autonomous body in 2008 Priority objective: Achieve that SNIEG provide to society and the State information: 1. With Quality, 2. Relevant 3. Truthfully, and 4. Timely For the purpose of contributing to national development, under the principles of: (a) accessibility, (b) transparency, (c) objectivity, and (d) independency. Experiencias en Administración de RH 9

10 2. INEGI. The SNIEG The SNIEG law regulates: A.The National System of Statistical and Geographical Information. B.The rights and obligations of the system´s informants. C.The Organization of INEGI. D.The administrative offences and the means of solution to claims. The System is formed by: National economic information subsystem. National demographic and social information subsystem. National geographic and environment information subsystem. National government, public safety and justice delivery information subsystem. Experiencias en Administración de RH 10 A. El Sistema B. Los Derechos y Obligaciones C. La Organización del INEGI D. Las Faltas Administrativas y Reclamaciones

11 2. INEGI. As coordinator of the SNIEG INEGI coordinates:  The subsystems of the SNIEG  The National Advisory Council of the SNIEG  The needs of the own INEGI INEGI develops:  The regulations required  The public information service  Necessary technical support Experiencias en Administración de RH 11 The system is structured by: The National Advisory Council. The Executive Committees for each subsystem. The Specialized Technical Committees. The Working Groups. State units (EU): All the institutions or units of the different levels of Government: Federal, State or Municipal, that are involved in the processes of production, record, process or disseminate information of public interest.

12 2. INEGI. Planning and coordination of the SNIEG The SNIEG is: – a true system – It involves all the State units It has the tools to: – Coordinate the participants. – Program the activities. – Use or create standards. – Create and operate the National Network of Information. and – Create and operate the Public Information Service. Experiencias en Administración de RH 12 Solid planning of the SNIEG: The SNIEG Strategic Program (24 years) The National Program of Statistics and Geography (6 years) The Annual Program of Statistics and Geography (1 year)

13 2. INEGI. Generator of statistical and geographical information Statistical information: 1.Censuses. 1.Population and housing (last in 2010) 2.Economic. 3.Agricultural, fisheries and forestry 2.Surveys 1.Surveys in homes 2.Surveys in establishments 3.Administrative records 1.Vital 2.Social 3.Economic Experiencias en Administración de RH 13 Geographical information: 1.Geodesy 2.Topography 3.Toponomy 4.Natural resources 5.Urban cartography 6.Geostatistical framework 7.Cadastre 8.Remote sensing images 1.Aerial photography 2.Digital orthophotos 3.Satellite images VISIT:

14 Experiencias en Administración de RH 14 3.Human resources at INEGI 3.1INEGI´s General Organization 3.2 INEGI´s Personnel Characteristics 3.3 The transformation from the Autonomy 3.4Human Resources Policies 3.5 The Professional Civil Service (PCS) from INEGI 3.6 Training Contents

15 3. HR in INEGI. General Organization Governing Board:  A President.  Four Vice-Presidents, each coordinating a subsystem.  Appointed by Mexico´s President and approved by the Senate Chamber. Experiencias en Administración de RH 15 Eight Directorates-General and one Internal Auditor. Ten Regional Directorates or Offices.

16 3. HR in INEGI. General Organization (2) General Administration Directorate:  Five Deputy General Directorates, including Information Technology and Legal Affairs.  Little more than 1,400 employees.  Coordinates the INEGI restructuring.  Develops new regulations in many aspects, in particular organizational and administrative. Experiencias en Administración de RH 16 Human Resources Deputy General Directorate  Six Area Directorates.  Three hundred employees.  During INEGI´s restructuring, was added:  Directorate of Organizational Communication (Intranet)  Directorate of Training and Quality  The new Directorate of Professional Civil Service (PCS) was created.

17 3. HR in INEGI. General Organization (3) HR Budget:  The total budget was nearly 4,800 mMP (342 mUS) in  77% of the budget was for HR.  The second item of expenditure is general services. Experiencias en Administración de RH 17

18 3. HR in INEGI. Personnel Characteristics Staff levels:  Managers: Conduct policies and assumes and executes directly the powers established by the internal regulation. From Heads of Department to Directorates.  Liaison: Perform the function of liaison and supervision between the management structure and operating personnel.  Operational: Support basic operations, not complex work. For example, interviewers. Experiencias en Administración de RH 18 Staff (2011):  Total staff amounts to 16,662.  The permanent staff amounts to 13,333 (80%), the temporary staff to 3,329 (20%).

19 3. HR in INEGI. Personnel Characteristics (2) By classification :  Level: 14% staff is managers, 25% is liaison and 41% is operating, without considering the casual or temporary staff.  Contract: 20% staff is casual or temporary, as long as 80% is permanent.  Location: 39% staff is concentrated at Headquarters, while 61% is distributed in the regional offices.  Level and location: Of the management staff, 61% is located at Headquarters, as well as 44% of the liaison staff, insofar as only 27% of the operational staff is at Headquarters. Experiencias en Administración de RH 19

20 3. HR in INEGI. Personnel Characteristics (3) By classification: By seniority:  45% INEGI´s staff (7,441 employees) have between years working at the Institute.  Another 19% staff (3,133 employees) has between 21 to 30 years working for the Institute.  This large number of staff in this age range, implies significant replacement of personnel processes in the medium term. By genre:  There are slightly more men (54%), than women (46%) in the Grand total.  More gender equality in central offices (52% M, 48% W) than in regional offices (56% M, 44% W). Experiencias en Administración de RH 20

21 3. HR in INEGI. T ransformation from the Autonomy Restructuring:  Existing GD´s operation-oriented:  Continue with the unique functions of the INEGI.  Consider new tasks as part of the SNIEG.  Guidance by products rather than processes.  New GD´s:  To meet the requirements of the SNIEG, both in its organization and directly in its day-to-day operation.  To respond to the new requirements of the law of the SNIEG.  Existing GD´s management, support, and services-oriented:  Fitness control and administrative areas  Fitness areas of support and services  RH process:  Redefinition of posts, approval of functions and grouping of types of activity.  New definition of the institutional catalogue of jobs Experiencias en Administración de RH 21 Process: Adapting the entire organization for the new functions assigned by the SNIEG, in a new legal act. New regulations:  Rules of Procedure of the Institute  Based on the restructuring.  Manual of organization:  For each component of INEGI  Manuals, policies and guidelines:  For budget utilization  For procurement  For other purposes  HR process:  Staff´s remuneration manual  General conditions of work  Guidelines to modify the organic, occupational and wage structure  The personnel records management procedures manual  Regulations of the Professional Civil Service (PCS) :  Professional Civil Service Statute  Rules to regulate the operation of the Professional Civil Service

22 3. HR in INEGI. Human Resources Policies The system mission: "To provide in a timely manner information of national interest to society through the coordination among members of the system and the widespread adoption of national and international standards". Experiencias en Administración de RH 22 SNIEG Mission & Vision SNIEG Mission & Vision 2034 Vision: "The national system of statistical and geographical information has a solid reputation, nationally and internationally and provides universal access to quality information, timely and relevant". General trends:  Exponential growth of information and its complexity  Changes in the information technology and communications (ICT)  Variations in characteristics and processes related to information  Global requirements in the field of sustainable development  Transparency and accountability Master strategies : 1.Consolidation of the national system of statistical and geographical information (SNIEG) 2.Production of information of national interest 3.Contribution to the construction of an information and knowledge society 4.Promotion of research and skills development 5.Coordinated participation of the three orders of Government HR policies: 1.Implement regulations to create and operate the PCS. 1.The processes of selection and entry. 2.Other processes related to the labour cycle. 2.Training processes are carried out according the norms established in the PCS 1.Co-ordinated by the Directorate of training and quality 2.Identified and proposed by the various administrative units. 3.The level of perceptions of staff will be improved. 4.New working hours shall be adopted for all staff. 5.To improve and simplify procedures relating to RH.

23 3. HR in INEGI. The Professional Civil Service (PCS) Experiencias en Administración de RH 23 Legal framework: The following regulations were created:  Statute of the Professional Civil Service.  Rules governing the operation of the Professional Civil Service.  Guidelines for the selection and performance evaluation of operational staff. Operating bodies: The following bodies were created :  The Commission for the Professional Civil Service, and  The Technical Committee on Professionalism.

24 3. HR in INEGI. The Professional Civil Service (PCS) (2) Experiencias en Administración de RH 24 Personnel considered for the PCS:  The permanent staff considered likely to join the PCS was estimated at 11,818 positions, 89% of the total.  Staff that would be “Free Designated”, which represents the exception in the regulations of the PCS not to join it, was 568 positions, which added to the High Management (57) and unionized staff (890), give a total of 1,515 workers not participating and represent 11% Application procedure or Entry Process :  Internet operation:  Conduct an unlimited registration of applicants.  Have an electronic record that guarantees equal status to the applicants.  Maintain the anonymity of applicants registered on the entire process.  Make available online registration 24hrs during the registration period established.  In a step Process:  Curriculum assessment  Review of technical knowledge  Interview  Are analyzed and evaluated :  Ability  Knowledge,and  Experience PCS´s Internet address:

25 3. HR in INEGI. The Professional Civil Service (PCS) (3) Experiencias en Administración de RH 25 The Performance Evaluation System (PES):  Defined as: “A comprehensive process that allows, through a conceptual approach, a methodology of implementation, standardized tools and techniques, a quantitative and qualitative assessment of results and behaviors made by a person in the performance of its functions and institutional goals, based on their skills, abilities or competencies.” The objectives :  Evaluate the performance of functions, goals and outcomes of training.  Identify, where appropriate, the granting of incentives for outstanding performance.  Identify training needs.  Identify unsatisfactory performance and take corrective action. EVALUACIÓN DEL DESEMPEÑO INGRESO SEPARACIÓN CAPACITACIÓN ESTÍMULOS

26 3. HR in INEGI. The Professional Civil Service (PCS) (4) Experiencias en Administración de RH 26 PCS Results (2011):  305 liaison and management positions have competed.  185 Candidates were selected.  More than 18 thousand participants in competitions at this level.

27 3. HR in INEGI. National Strengthening of Management Skills Experiencias en Administración de RH 27 Background:  Conceptualized within the PCS training process.  Measurement of organizational climate, based on a query, in  The general organizational climate of the institution was evaluated in 68.  As key strengths were detected:  The pride of belonging;  Knowledge of the process;  Personal self-worth; and,  Results orientation.  Identified as areas of opportunity and therefore in need of improvement were:  Skills improvement;  The need for a good leadership; and,  The desirability of strengthening teamwork..

28 Contents Experiencias en Administración de RH Conclusions 4.1General Conclusions 4.2The INEGI in the context of the UNECE Workshop on HRM&T

29 4. General Conclusions Experiencias en Administración de RH 29 General Conclusions :  The process of transformation of the Institute have represented a paradigm shift in the INEGI's institutional life, but especially in the work on the statistical and geographical information the nation.  A new institution was created in the INEGI, with a mission and vision of much greater scope. A strong legal framework of national scope was a necessary and absolute requirement.  The SNIEG planning has led to clearly guide the processes and steps.  The transformation of the INEGI has been a huge effort, which involved a complete restructuring of the Institute and the creation of all relevant regulations.  Careful planning of human resources management of the institution was required. The Professional Civil Service system has been the cornerstone.  Building a Professional Civil Service is a process that takes several years of effort.

30 4. Conclusions. Context in UNECE workshop Experiencias en Administración de RH 30 Levels of HR management are :  Basic HRM: Key elements of this first level are primary terms of employment (salary, working hours, work and rest times). Also comprises a collective bargaining arrangement between the employer and the unions.  Administrative HRM: All administrative procedures concerning HRM and Training are structured and well organized. This level is also characterized by mutual work relations between employer and employee.  Instrument based HRM&T: Use of HRM and Training instruments to reduce subjectivity in HRM and Training by standardizing working procedures.  Policy based HRM&T: 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 policy.  Strategically HRM&T: 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).

31 4. Conclusions. Context in UNECE workshop (2) Experiencias en Administración de RH 31 Application to INEGI: 1.In the case of INEGI, we believe that the different levels of administration occur at the same time, to various human resources management processes. 2.Exercise: Assigned percentages, in a subjective manner, involving different levels of administration that is considered to currently occur. 3.Results in table and graph. 4.A methodology of this type would make it possible to evaluate the management of human resources in the national statistical institutes in a standardized manner and then make objective comparisons of their situation and clarify the areas of improvement, similarly to the ISO methodology. 1. ARHyF Básica 2. ARHyF Administrativa 3. ARHyF Instrumental 4. ARHyF De Políticas Estratégica Táctica Operacional Pro-activa Activa Re-activa 5. ARHyF Estratégica ARHyF del INEGI

32 Porque proporcionamos información para todos… ¡México cuenta con el INEGI! Thank you very much!!… Experiencias en Administración de RH 32 Josué Hiram Suárez Villaseñor Director general Adjunto de Recursos Humanos Dirección General de Administración


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