13.1 Introduction#
This chapter looks more closely at the strategic issues and provides information, including current practices, on HRMD policies and practices relevant to NSOs. Of course, many of these are also highly pertinent to other major producers of official statistics in a national statistical system.
For other major producers, a statistical unit within a ministry or government agency is typically responsible for collecting data and producing statistics. The way statistical functions are carried out varies. In some countries, the statistical unit in these agencies is fully staffed— for example, the central bank or, ministries of agriculture or labour/employment. Some health and education ministries have developed management information systems from which health and education statistics are produced. In others, the statistical functions are embedded in the planning and monitoring unit of the ministry or government agency. Customs, the data source for international trade statistics, may or may not produce the statistics itself but may prepare the data files further processed by the NSO.
As producers of statistics, the staff of these statistical units need the core skills and competencies discussed in this chapter, as well as knowledge of the concepts, standards and classifications pertaining to their sectors. The skills and competencies required at the technical level—the sectoral statistics, data collection and processing, analysis, etc. are quite relevant to these other data producers. Of particular importance is the capability for producing statistics from administrative records and registers.
In discussing human resources (HR) and development for organizations in general and national statistical offices (NSOs) in particular, the following key strategic questions need to be addressed:
What skills are needed now and in the future?
What can statistical offices offer for staff?
How to attract staff with those skills?
How to communicate about job opportunities in statistics?
How to train staff to maintain and develop their skills?
How to provide the best possible working environment?
An earlier version of the Handbook makes some timeless observations that are still relevant today. A decisive factor in the internal capability of a national statistical office (NSO) is the calibre of its staff. An agency can only function well if good people are available to make it work. Organizational arrangements may enable people to do their best, but it is essential to give utmost attention to building up the right skills for a statistical organization.
To acquire the kind of skills needed, an NSO needs a well-planned HRM and Development (HRMD) policy and active recruitment programme, career development, education and training.
Capacity development is an ongoing process for current staff. For example, they may be assigned to handle new statistical methodologies, learn and apply new technologies or prepare implementation plans for new statistical frameworks. And, they are often progressively given increasing managerial responsibilities among many other possible progressions of career development.
Capacity development is also an ongoing need for recruits who start at the “beginner level” and as opportunities for training and career development are important parts of the staff retention programme.
Opportunities for higher education and short-term training (including on-the-job training) should be part of the staff learning and career development programme. The design of such a programme should be anchored to a capacity development framework or capability framework or a core skills framework.
The statistical system may consider establishing a statistical training institute to provide core training and training in new areas. Some national statistical offices have a statistics degree-granting institution attached to it.
The physical environment of the workplace—working space, computer-related facilities and spaces to facilitate communication between teams as well as cross-teams contributes not only to efficiency but also to the well-being and satisfaction of the staff. Moreover, the environment must be conducive to integrating statistics because, in a real sense, the “successful integration of statistical end-products is contingent upon the ‘integration of the statisticians’”.
NSOs who have not yet done so may consider adopting policies on flexible working arrangements (FWAs). FWAs are adjustments to the normal working hours and locations, such as: telecommuting, remote working and condensed workweeks. FWAs are globally recognised and adopted by organizations; for example, see the FWAs adopted by the UN Secretariat including a tool to increase productivity and to better balance the professional and personal lives of their staff.