1.4.1 HRM instruments
bpk
’s staff has increased substantially and its mandate has expanded significantly.
bpk
’s hrm unit has developed a variety of modern instruments such as: • a national placement policy based on educational background;
• bpk-sponsored studies; • a periodic rotation policy between regional offices and head office;
• a promotion system based on civil service criteria, competence evaluation, educa- tion, experience and input about actual performance;
• a career development programme in which there is equal opportunity to work in audit and non-audit units.
As noted above,
bpk
’s existing staff classification and remuneration system is in general still based on its former ranking and qualification periods system rather than
on employee performance. A major success is that promotion is no longer based on seniority. Further negotiations with the Ministry of Civil Servant Empowerment are
taking place to modernise bpk’s employment conditions.
bpk
has already enhanced its potential flexibility by allowing early retirement in combination with early pensiona
golden handshake. Since many
bpk
instruments are relatively new the measures and other provisions for ensuring stable and qualified personnel are not fully in place and
effective yet. Managers are expected to provide guidance and challenge the creativity and knowledge
of their personnel. A lot of potential is currently unused. Coaching new employees is very important. Furthermore, a strong performance appraisal cycle concentrating on
the manager employee relationship is needed whereby feedback in both directions is a must. Appraisal results must be discussed at a higher lever to gain a better picture of
developments in a particular unit. Group sessions about the targets set in each unit’s Balance Score Card will create more awareness and motivation for the direction in
which the unit has to go. bpk
has decided to assess its entire staff. Echelons ii to iv will be assessed first. We wonder whether it would be better to wait until the individual performance
measurement system is ready so that attitude can be measured together with performance. We are curious about the criteria integrity, knowledge and behaviour to
be used. The process will be outsourced almost fully to external consultants. We consider this sub-optimal. External consultants are less aware of the specific skills and
history of each staff member. hrm should at least be involved in the assessment project.
bpk
has responded that its hrm now has trained internal assessors. According to
bpk
’s staff everyone will be assessed and then receive extra training, take early retirement or be ordered to stay at home with loss of pay. We noticed that higher
echelons seem to be more conservative than lower ones and that they generally do not maximise the potential of their juniors and audit results. We wonder what action
bpk
will take if this is confirmed by the assessments.
1.4.2 Personnel directlyindirectly involved in audit
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