1. STAFF MIGRATION MOTIVATION RESEARCH AT THE HUNGARIAN CENTRAL STATISTICAL OFFICE ESZTER VIRÁGH, HRMT, GENEVA, 14-16. 09. 2010

2. PILLARS OF HR-MANAGEMENT HR-MANAGEMENT 1. Pillar: Recruit- ment, Selection 2. Pillar: Training 3. Pillar: Career develop- ment, Motiva- tion

3. AGE DISTRIBUTION OF OUTGOING EMPLOYEES (2005-2010, %) Target group of motivation research

4. AGE DISTRIBUTION OF 20-50 YEARS OLD IN THE FULL STAFF & TARGET GROUP (%)

5. MIGRATION MOTIVATION RESEARCH OBJECTIVES: to analyse data of migration to analyse data of migration to explore real reasons and background information of fluctuation to explore real reasons and background information of fluctuation to prevent migration to prevent migration TARGET GROUP: employees under 50 years leaving the office with mutual consent, dismissal or resignation

6. METHODS OF MIGRATION MOTIVATION RESEARCH INFORMATION COLLECTION BY: I.Contacting outgoing employees II.Study of expectations of new entrants III.Staff satisfaction survey

7. I. EXIT MOTIVATION RESEARCH BY CONTACTING OUTGOING EMPLOYEES: 1. Analyses from the personnal records Official declaration of leaving (mutual consent or else) Official declaration of leaving (mutual consent or else) Age characteristics Age characteristics Years of employment at HCSO and former workplaces Years of employment at HCSO and former workplaces Career level, leading position Career level, leading position Field of work Field of work Education, special knowledge Education, special knowledge Performance evaluation results Performance evaluation results Money Money Training participation at the office Training participation at the office

8. I. EXIT MOTIVATION RESEARCH BY CONTACTING OUTGOING EMPLOYEES: 2. Exit interviews General feeling at the workplace General feeling at the workplace Direct-indirect reasons for leaving Direct-indirect reasons for leaving Needs of promotion and recognition Needs of promotion and recognition Relation to leaders & colleagues Relation to leaders & colleagues Work conditions Work conditions Role of external/internal prestige of the workplace Role of external/internal prestige of the workplace

9. II. EXIT MOTIVATION RESEARCH BY EXPLORING YOUNG NEW ENTRANT’S EXPECTATIONS 1. Questionnaire survey on: 1. Questionnaire survey on: Requirement to successful work Requirement to successful work Career expectations, usage of personal competencies, skills Career expectations, usage of personal competencies, skills Pleasures & difficulties of everyday work Pleasures & difficulties of everyday work Information needs to work Information needs to work Wishes, suggestions concerning the office/ own work Wishes, suggestions concerning the office/ own work 2. Workshop around solving problems concerning : 2. Workshop around solving problems concerning : Organisation of office, decision making, managing Organisation of office, decision making, managing Work quality, work organisation Work quality, work organisation Motivation, performance evaluation, promotion, recognition Motivation, performance evaluation, promotion, recognition 3. Conversation with the president (DG) 3. Conversation with the president (DG)

10. III. EXIT MOTIVATION RESEARCH BY STAFF SATISFACTION SURVEY Questionnaire survey on: Factors influencing general feeling at the workplace Factors influencing general feeling at the workplace How to increase efficiency of work How to increase efficiency of work Values & norms in the office Values & norms in the office Commitment to the office Commitment to the office Training needs Training needs Objective: to analyse results for use of prevention of fluctuation

11. CONCLUSIONS HOW TO PREVENT MIGRATION AT HCSO? No fear from workload No fear from workload Need for challenging, creative work Need for challenging, creative work Recognize and make use of personal skills, competencies Recognize and make use of personal skills, competencies Effective information flow Effective information flow Evaluation, recognition of work, feed-back Evaluation, recognition of work, feed-back Career development based on real performance Career development based on real performance To stimulate professional activities To stimulate professional activities Flexible working time Flexible working time Programmes to better atmosphere …..etc. Programmes to better atmosphere …..etc.

12. Thank you for attention! Eszter Virágh, professional advisor HUNGARIAN CENTRAL STATISTICAL OFFICE, BUDAPEST