The HR policy defines the vision and ambition for the NAOF’s human resource management and development. It provides the foundation for systematic and long-term human resource management. The HR policy is based on the NAOF’s values. It determines the principles for the management of HR issues and sets out the NAOF’s operating principles for HR management.
Competence management ensures that the National Audit Office has the competence needed to perform its duties and implement its strategy. To enable its employees to adopt new working methods and a new operating culture and increase their digital capacity, the National Audit Office must commit itself extensively to competence development measures and resourcing. Competence management includes annual competence discussions with all employees and measures planned and implemented on the basis of them to support competence development. Each employee is responsible for maintaining and developing the professional skills and competence required by their duties. Key forms of competence development are on-the-job learning through working in different projects and competence sharing. The employees are also offered a wide range of opportunities to participate in training in order to maintain and develop their professional and work community skills.
The core of the NAOF’s strategic change is increasing its societal impact by unifying operating methods and increasing interaction between the employees. The NAOF’s projects utilize all employees’ competence flexibly. Project work in teams requires teamwork and team leadership skills, project competence, the adoption of a coaching leadership culture, and the ability for systems thinking. The staff’s potential and competence development is supported according to the strategy, systematically and sustainably over a long term. We invest in development, particularly in strategically critical areas.
In supporting the employees’ competence management and success at work, key roles are played by continuous dialogue about the targets and development, feedback, and coaching leadership. The aim of coaching leadership is to increase interaction and thereby to help the employees to work in a target-oriented manner and achieve their targets. A new competence management system will be introduced to support competence management and personal development discussions.
The NAOF’s staff planning and recruitment will focus on the strategic competence needs. The underlying principle is that external recruitment will be used for filling any competence gaps that cannot be filled by training the existing employees, by using internal job rotation, or by reorganizing the employees’ duties. External recruitment due to retirement, a leave of absence, or other personnel changes will focus on acquiring new competence required to carry out the NAOF’s duties. Unlike in the old operating method of the National Audit Office, a trial period can be used in external recruitments in the future.
The employees’ motivation and wellbeing play an important role. To develop wellbeing at work, the NAOF has introduced the VMBaro survey of wellbeing at work. The NAOF will utilize the results of the survey when drawing up a plan for developing wellbeing at work in cooperation with the staff. A few concrete development measures will be selected for the planning period, and the implementation of the plan will be monitored by conducting the survey annually. In addition, the wellbeing of the work community will be monitored by real-time workplace atmosphere surveys. To maintain the work capacity, we will continue to operate according to the active support model in order to identify and reduce risks related to work capacity early on. We ensure that our employees are treated equally by taking the measures described in the updated equality and non-discrimination plan.
Achievement of the HR policy goals is monitored regularly at quarterly meetings between the management and the personnel organizations. All of the HR policy themes are monitored and assessed.