Focus areas in HR policy development

The HR policy of the National Audit Office is based on the NAOF’s values and implements the NAOF’s strategy. The HR policy includes the principles for the management of HR issues and presents the operating principles of the NAOF’s HR management. The HR policy aims at competent, healthy, and happy personnel.


Older age groups are clearly prevalent in the age structure of the NAOF’s staff. Retirement in the coming years will be one of the key issues affecting personnel planning. Posts opened as a result of retirement must be filled, or duties must be reorganized. Particular attention must be paid to the transfer of the competence that is essential for the NAOF’s tasks, definition of the competence needs in the posts to be filled, comprehensive examination of the job descriptions, and recruitment of the necessary new employees. The NAOF’s staff planning and recruitment are based on the strategic competence needs. The underlying principle is that external recruitment is 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.

Competence development

The successful operations of the National Audit Office depend above all on employees who are competent, healthy, happy, and motivated and who develop their competence continuously. Competence management includes annual competence discussions with all employees and measures 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. The focus in competence development has shifted increasingly from individual, one-off training sessions to continuous learning and developing competence at all stages of the career. The key forms of competence development are on-the-job learning through working in different projects and competence sharing.

In supporting the employees’ competence management and success at work, key roles are played by continuous dialogue about the targets and development, feedback, and a coaching-based approach. One of the key objectives is promoting the efficient utilization of the competence management system Osaava, which the NAOF has introduced to support competence management and competence discussions, and expanding its use.

Wellbeing at work

The employees’ motivation and wellbeing play an important role. The NAOF draws up annually a plan for wellbeing at work, where the focus areas of wellbeing at work are entered. The central government’s joint survey on wellbeing at work, VMBaro, is carried out annually. Every two years, based on the analysis of the results, focus areas are selected for wellbeing at work in cooperation with the staff, and concrete development measures are planned. Every other two years, the results of the survey are used to monitor whether the measures taken have produced the desired effects.

The information provided by VMBaro is supported by the mood meter Fiilismittari. In the mood measurement, the employees respond regularly to various claims related to the focus areas selected for wellbeing at work. The mood meter provides the management, supervisors, HR services, and personnel as a whole with important real-time information on, for example, the employees’ job satisfaction and how the selected focus areas of wellbeing at work develop during the year.

A workplace survey is carried out by the occupational health care every three years, and the next survey will be carried out in spring 2022. The workplace survey is part of the statutory occupational health care and aims to assess the health and safety of the work and the working conditions.

To support the staff’s work capacity and performance, the NAOF has an operating model for active support, crisis guidelines for various crises, guidelines on the prevention and processing of harassment and improper behaviour, and operational instructions for substance abuse cases. The operating models have been updated, and next year special attention will be paid to the staff’s awareness of them and to their application.

We ensure that our employees are treated equally by taking the measures described in the equality and non-discrimination plan.

The 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.