Focus areas of the HR policy

The HR policy specifies the National Audit Office’s vision and ambition for human resource management and development. It provides the foundation for systematic and long-term human resource management. The personnel 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. The HR policy supports and provides instructions for the implementation of the NAOF’s strategy.

As a result of the strategy for 2019–2023, the needs of the NAOF’s stakeholders and customers and the NAOF’s goal of having a greater impact on society are also reflected in the NAOF’s HR policy lines. The HR policy lines also reflect the goal of “one unified NAOF”.

In line with the strategy, one of the goals of the NAOF is to make the ways of working and the operating culture more flexible and interactive, to encourage cooperation, and to build trust. The ultimate goal is to combine different types of expertise and to collaborate. As a result of the strategy, the NAOF becomes a team and project organization where all work is done is projects and teams. Project work in teams will change the operations, the way of working, and the management of the NAOF. The request for more advanced, genuine teamwork was voiced by the NAOF’s employees during discussions and in surveys regarding the development of working.

Each employee has a role in the creation and development of the NAOF based on the new strategy. The employees of the National Audit Office form a community. The NAOF’s societal impact is based on their expertise and professional skills. The HR policy aims at improving the NAOF’s productivity in the long term.

All NAOF employees implement the HR policy in their work. Particularly the NAOF’s management, HR function, and team and project managers and leads follow the principles of the HR policy in their areas of responsibility.

New management system and supervisory work

The management work will focus on shared leadership and dialogue. As for management competence, the focus areas will be leadership, change management, coaching, strategic management skills, and competence development. Management duties are divided into operational and strategic as well as internal and external ones.

We aim at a flexible and equal work community where motivation and capabilities are utilized as efficiently as possible, which is why we have shared management responsibility. The teamwork model transfers responsibility for daily management and content issues to self-directed teams. This means that more decisions can be made in the teams where the work is done, and that problems are solved and work is developed by the people affected by these issues. The NAOF team model speeds up decision-making, and we show the employees that we trust their competence and ability to solve issues and problems.

Teamwork that supports self-management and shared management simplifies the NAOF’s decision-making system, distributes the management work and responsibility, and facilitates the progress of projects. Transferring the steering and decision-making responsibility to teams offers the employees new opportunities to manage their own work, make decisions regarding their work, and develop themselves and their competence. With the self-management and shared management of teams, the NAOF will, to a greater extent, adopt a coaching approach to leadership.

Competence management

Competence development is one of the key success factors for the NAOF’s new operating model, and the ability to lead and manage multidimensional competence is an integral part of the management role. Competence management is based on the NAOF’s strategic competence needs.

The core of the National Audit Office’s strategic change is to increase societal impact by unifying operating methods and increasing interaction between the employees. For competence and development, this means that the NAOF’s entire competence potential will be utilized in a better and more versatile manner. Projects will utilize the employees’ competence flexibly throughout the NAOF. Teams and projects will create development paths for the employees.

The development of competence and operating methods will continue to focus on on-the-job learning, feedback, learning from others, and cooperation. Learning from others and sharing one’s professional competence will support competence development. Teams consisting of people with varied competences will enable a more versatile approach to broader subjects, as expertise will benefit the entire team. The project organization will also offer employees more opportunities to develop their leadership skills as project managers.

Project work in teams will require us to strengthen new kinds of competence areas. The main themes include the management of a project organization, teamwork and team leadership skills, project competence, coaching, data analytics, and digitalization. Competence will be developed systematically in the long term based on the strategy.

The changes in the operating environment and in the requirements for the audit sector have resulted in new kinds of operating models in audit work, based on data analytics, digitalization, and robotization.

HR planning and recruitment

HR planning and recruitment at the National Audit Office will focus on strategic competence needs that aim to ensure that we have societal impact and respond to the needs of our stakeholders as providers of information in the changing social and economic operating environment.

New recruitments will focus mainly on competence needs caused by the rapid changes in the operating environment and the development of the audit sector, such as data analytics, project and interaction skills. 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. We promote the mobility of our personnel by continuing public official exchange and job rotation and by offering them opportunities to participate in international audit work.

Performance appraisal, salaries and bonuses

The salaries offered by the National Audit Office aim at motivating the employees and ensuring equality. Salaries and bonuses are transparent, and the NAOF’s shared goals serve as incentives. Work performance is assessed using transparent, objective criteria in an equal manner. Job descriptions are updated to support the transparency, equality and implementation of the salary criteria. Job descriptions define the main duties and other duties of each employee in a transparent manner to ensure that the assessment of the job requirements is based on the actual duties of the employee. We assess the scope and depth of an employee’s competence in performing their duties. It is not a question of assessing theoretical competence or the employee’s level of education; instead, the assessment focuses on how well the employee is able to perform the duties assigned to them.

The possibility of developing the National Audit Office’s salary and bonus scheme will be studied as a result of the new strategy and reorganization. The aim is to ensure that the salary scheme supports the strategy, societal impact, and success factors.

Work atmosphere and performance as a work community

The National Audit Office’s strategic wellbeing project (Tyhy 3.0) and the related follow-up work focus on the development of wellbeing at work mainly by improving and continuously monitoring the conditions for the personnel’s productivity. According to an analysis made, the development of the conditions for and management of the NAOF’s personnel productivity cover the following areas: leadership, meaningful work, customer benefit, and the ability to reform oneself. Wellbeing at work will be improved based on these four development areas. Progress will be monitored by measuring achievement of the targets set in these areas. We will measure the conditions for personnel productivity regularly by a comprehensive survey and a shorter recurrent survey. The employees will be able to attend a wellbeing-at-work forum to discuss wellbeing at work and the work atmosphere. The employees will meet at the forum without their supervisors and the management to draw up practical proposals on how to improve wellbeing at the NAOF based on previously proposed ideas.

During the planning period, the NAOF will focus especially on the work atmosphere and the functioning of the work community by supporting the personnel in putting the new organization and ways of working into practice. The employees will participate in the planning and implementation of the change. Open and timely communication about the change will be provided in information events and workshops and through strategic communication channels. All NAOF employees are responsible for promoting a good work community and work atmosphere. Key actors in the promotion of a motivating work atmosphere and a well-functioning work community are the management, supervisors, and the HR function.

Monitoring the implementation of the HR policy

Achievement of the HR policy goals is monitored regularly at quarterly meetings between the management and the personnel organizations. The monitoring practices and indicators are created in cooperation with the personnel. All of the HR policy themes are monitored and assessed.