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Human Resources Management and Corporate Culture
Human Resources Management and Corporate Culture
Joachim Fuchs
Centre for Technical Central Bank Cooperation
Ukraine, October 2009
Human Resources Management and Corporate Culture
Content.
A. Personal Legislation
B. Status Groups and Staff Figures
C. HR Management and Central Office
D. Instruments of HRM
E. Job Description, Salaries, Pension System
F. HR Adjustment
G. Long-term Personnel Planning
H. Training
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Human Resources Management and Corporate Culture
Personal Legislation.
Civil Servants
Federal Civil
Servants
Act etc pp
Employees
§ 31 Bundesbank Act
Personal Statute
„… as far as the needs of proper
and efficient banking operations
require.“
Labour Contracts
(in accordance with
the regulations of
the Collective
Agreements for the
Public Service =
„Subsequent Labour
Contracts“
„Conditions of Employment“
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Human Resources Management and Corporate Culture
Status Groups.
Civil Servants.
 According to the Art.33 Basic Law (German Constitution) and the
Federal Civil Servants Act core state functions or functions vital for public life should be
executed by civil servants.
 Core state functions („functions of sovereignty“)
- Intervening administration/powers of enforcement
- Legislation
- Jurisdiction
 Functions vital for public life
- E.g. cash supply
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Human Resources Management and Corporate Culture
Status Groups.
Civil Servants.
 Conditions of employment governed by public law: Duties, rights, salaries and pensions
are ruled by legislation
 Special regulations for judges and soldiers
 Constitutionally guaranteed admission to public office according to the aptitude
of the applicant
 Staff number approx. 1.7 mio. (plus 186.000 professional soldiers),
131.000 civil servants on the federal level
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Human Resources Management and Corporate Culture
Status Groups.
Public Employees.
 Internal administration of the public service, support and technical functions
 Employment is based on private contract (collective agreements between public employers
and trade unions = „labour contracts“)
 Collective agreements are minimum standard
 Staff number approx. 2.7 mio., 168.000 on the federal level
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Human Resources Management and Corporate Culture
Number of staff on 31.12.2008.
total
Regional
Offices
Branches
Central
Office
Civil Servants
5.566
1.643
1.826
2097
Employees
5.753
1.569
2.319
1.865
11.319
3.212
4.145
3.962
518
206
271
285
10.801
3.006
4.118
3.677
1.964
656
760
548
10.037
2.751
3.812
3.474
Staff Number
In training
Staff number (net)
Part-time-worker
Full-time-equivalents
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Human Resources Management and Corporate Culture
Number of staff on 31.12.2008 (2)
total
Regional
Offices
Branches
Central
Office
987
294
56
636
Upper Intermediate
Service
3.584
1.071
773
1.739
Intermediate Service
4.702
1.030
2.823
848
Lower Service
424
216
80
127
Worker
338
138
78
122
Higher Service
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Human Resources Management and Corporate Culture
Staff Figures.
Female
Male
22,9
Civil Servants
49%
55,1
Employees
51%
44,9
77,1
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Human Resources Management and Corporate Culture
Staff Figures.
Female
Male
72,7
Lower Service
57,3
44,5
Intermediate Service
55,5
36,2
Upp. Interm. Service
63,8
24,7
Higher Service
75,3
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Human Resources Management and Corporate Culture
Staff Figures.
Development since 1992
Branches
8.000
7.000
Regional Offices
6.000
5.000
Central Office
4.000
3.000
In Training
2.000
1.000
0
2003
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2004
2005
2006
2007
2008
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Human Resources Management and Corporate Culture
Projection of staff until 2012 (fte).
2001
2008
2012
16000
14000
12000
10000
8000
6000
4000
2000
0
Total
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Regional Offices
Branches
Central Office
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Human Resources Management and Corporate Culture
HR Management policy.
Overall goal …
 Efficient use of human resources …
 … to meet both the institution’s needs
 and the staff member’s individual expectations …
by means of …
 various modern HR management instruments such as appraisals, employee feedback
meetings and performance bonuses
 and a customer-oriented organisation of the HR departement with single HR contact
persons for demarcated number of staff members
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Human Resources Management and Corporate Culture
Central Office.
HR Policy Issues &
HR Change
Coordination
HR Management
Principal Questions,
Personnel Development,
Marketing & Recruitment
Staff Allocation & Service
Teams Central Office
Head of Department
Internal HR-Services
Payments & Pensions
Service Centers
Internal HR-Services
Health Care Subsidies
Principal Questions of
Remuneration & Pensions
Employees Loans
Playroll
HR Management Level
Mobility Management
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Travel & Relocation
Expenses
HR Information System
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Human Resources Management and Corporate Culture
Central Office.
Training Center
University of
Applied Sciences
Training
Technical Centralbank
Cooperation Unit
Development of the Training System
Training of Higher, Upper intermediate
& Intermediate Service
Apprenticeships
Professional & Language Education /
IT-Training
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Human Resources Management and Corporate Culture
Instruments of HRM.
 The Bundesbank uses management instruments to fulfill its HRM policy goals which are
at the same time complementary and interdependent:
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promotion policy
training
performance
appraisals
employee
feedback
meetings
performance
bonuses
recruitments
staff
development
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Human Resources Management and Corporate Culture
Instruments of HRM - Recruitment.
Job-oriented recruitment
 Employees as „Specialists“
recruitments
Career-oriented recruitment
 Civil servants as „Generalists“
 Preparatory service for civil servants (in-house training with final exam)
- 21 month for the Higher Service
- 36 month for the Upper intermediate Service (inkl. 18 month studies at
Bundesbank‘s University of Applied Sciences.)
- 24 month for the Intermediate Service (stopped for the time being)
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Human Resources Management and Corporate Culture
Instruments of HRM – Employee Feedback Meetings.
Goal
 To improve cooperation with superiors and colleagues
by discussing past, present and future aspects of
working life (e.g. determination of further training needs)
employee
feedback
meetings
 At least once a year; contents are confidential
 Discussion between superior and staff member on a equal basis
 Look at the form
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Human Resources Management and Corporate Culture
Alternative recruitment methods.
 External job advertisements in the press or internet
 School and university contacts
 Placement by the employment agencies
 Internships
 (Outsourcing)
 (Using temping agencies)
 Using HR-/Management consultants
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Human Resources Management and Corporate Culture
Instruments of HRM – Performance Appraisals.
Art. 33 para. 2 of the German Constitution states:
“Every German is equally eligible for any public
office according to his aptitude, qualifications and
professional achievements.”
performance
appraisals
(Performance principle in the public sector with corresponding consequences
for the selection decision in the case of recruitment and promotion)
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Human Resources Management and Corporate Culture
Instruments of HRM – Performance Appraisals
Goal
 To (retrospectively) evaluate qualifications, abilities and
professional performance
performance
appraisals
 Formalised procedure every 3 years; updates after one
year due to change in performance or application
for a job or vacancy
 Standardised appraisal form with 12 or 16 performance criteria and an
overall ranking (9 grades)
 Grades 1-9, top grades 7 to 9 are limited
 Fundamental adjustment of appraisal system under way (will lead to a direct link
between performance appraisal and remuneration)
 Look at the form
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Human Resources Management and Corporate Culture
Instruments of HRM – Training
Goal
 To enhance employability („fit for today, fit for tomorrow“)
training
 Maintenance and enhancement of qualifications to meet
the job‘s requirements
 Improvement of motivation and ability of employees
 Preparation for higher-grade jobs
 Shorter induction periods
 At the end of this presentation
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Human Resources Management and Corporate Culture
Instruments of HRM – Staff development.
Goal
 To enhance the management and social skills of junior staff
who will take on management tasks in the future
staff
development
 Development to identify leadership potential and establish
further training requirements
 Leadership skills are developed in different ways, e.g.
seminars, project work, international coaching
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Human Resources Management and Corporate Culture
Instruments of HRM – Promotion Policy.
Goal
 To show appreciation and enhance motivation
promotion policy
 Promotion depends on performance and job classification
 Career usually necessitates several job changes and thus
internal mobility
 No elitism: all staff members are involved in career advancement measures
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Human Resources Management and Corporate Culture
Instruments of HRM – Performance bonuses.
Goal
 To show appreciation for permanently outstanding
performance or outstanding results on a single occasion,
e.g. a project
performance
bonuses
 Superiors responsible for making decisions about bonuses
 Bonus is paid as a lump sum
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Human Resources Management and Corporate Culture
Performance related bonuses.
Goal
 Long tradition in German Central Banking (in the German Public Service not
earlier than 1997)
 Up to 5% of staff expenditures could be disbursed as performance bonuses (de
facto used 3.5% for Central Office, Regional Offices and Branches)
 Determination of the overall annual budget by the Executive Board
 Distribution of overall budget to organisational units
 Paid as lump sum
 Maximum: nearly two times the monthly salary
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Human Resources Management and Corporate Culture
Job description.
 Standardised form set up by the holder of the position in close
collaboration with supervisor
 Set of job descriptions document the allocation of tasks between individual posts
within a unit
 Job description contain a complete breakdown of all tasks performed with a detailed
allocation of the required time span for each task
 Details aof any specialist knowledge required
 Details of empowerment
 Relationships with colleagues, room for initiative and implications of work
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Human Resources Management and Corporate Culture
Job description.
Basic salary
 Determined in accordance with the pay grade of the office held
 2 remuneration schemes:
- A with incremental salaries
- B (for senior positions) with fixed salaries
 Pay grades according to different careers:
- Lower Service – A 2 to A 6
- Intermediate Service – A 6 to A 9
- Upper Intermediate Service – A 9 to A 13
- Higher Service – A 13 to A 16, B 3, B 5, B 6, B 9
 Allowances (Bank allowance, family allowance, general allowance)
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Human Resources Management and Corporate Culture
Pay Scheme.
€ per month
Maximum Basic Salary & Bank Allowance
12000
761
10000
649
614
8000
545
493
6000
442
359
293
4000
2000
391
9243
323
7464 7885
263
152
159
166
172
182
197
215
234
3595
2877 3224
2663
2446
1909 1982 2063 2137 2251
3859
4392 4777
5304
6009
6635
0
A2
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A3
A4
A5
A6
A7
A8
A9
A10 A11 A12 A13 A14 A15 A16
B3
B5
B6
B9
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Human Resources Management and Corporate Culture
Pension system for Civil Servants.
 Public pension scheme for civil servants regulated by law (maximum pension after 40
years of service at the rate of approx. 70% of the last basic salary (without bank
allowance)
 Pensions are adapted to the general economic and remuneration growth by law
 Pensions are part of the personnel expenditures in the public service; implementation
of a reserve fund in 2007
 Bundesbank: provisions for pensions in the balance sheet
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Human Resources Management and Corporate Culture
Contribution-based Pension System for Employees.
 Statutory general pension scheme for the employees on the basis of contributions
(employer & employee on equal share)
 Not capital-based (determined by individual contributions) but on basis of average
income of all insurants.
 Supplementary benefits based on an collective agreement for the public employees
 Tax relief by paying in additional private funded pension insurance system
 No additional special pension scheme of the Bundesbank
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Human Resources Management and Corporate Culture
HR Adjustment procedures in times of change.
Instruments
 Early retirement-schemes
 Redundancy agreement offered to younger staff
 Outplacement activities (efforts to place staff with other employers, compensation with
skill-building)
 Promotion of part-time working
 Mobility assistance
 Expiry of temporary contracts
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Human Resources Management and Corporate Culture
HR Adjustment procedures in times of change.
Early-retirement scheme for employees
 Age-limit: 55
 Non-recurring lump sum as compensation for the disadvantages for the premature
termination of employment
 Monthly payment of 75% of the previous salary
 No contributions to public pension system, but compensatory contributions to a pension
fund (16,7% of monthly payment)
 Employee has to bear health care-contributions
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Human Resources Management and Corporate Culture
HR Adjustment procedures in times of change.
Partial retirement for civil servants
 Age-limit: 55
 Block-model or part-time model
 Retaining active status till retirement
 Halved salary is increased to 83% of previous net-salary
 Ruled by public law for staff-reducing sectors of public service
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Human Resources Management and Corporate Culture
Results.
Personnel expenditures in million EUR
Benefits, salaries & wages
Social contributions, pensions & provisions
600
500
400
300
200
100
0
2005
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2006
2007
2008
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Human Resources Management and Corporate Culture
Long-term personnel planning
Planning process – annual routine procedure
Step 1
Forward planning schedule
(depending on time necessary for recruiting generalists)
Step 2
Identification of a “target year” (recruitment phase
[advertisment, selection procedure], training period)
Step 3
Supply/demand forecast target year
Step 4
Recruitment demand on calculated basis
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Human Resources Management and Corporate Culture
Long-term personnel planning.
Age pyramid 2005/2020
2005
2020
30
25
20
15
10
5
0
<20
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20-25
25-30
30-35
35-40
40-45
45-50
50-55
55-60
>60
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Human Resources Management and Corporate Culture
Methods of Initial Training.
Initial Training
Theoretical Training
•
•
•
Training the job
Civil servants: in-house
Salaried staff: vocational
school & external
Universities of Applied
Science
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Human Resources Management and Corporate Culture
Career Paths.
Structure of the German education system.
Age
26 –
30
General certificate
of secondary
education
University entrance
certificate
(A Levels)
Bundesbank‘s
University of
Applied Science
(diploma)
University (degree)
University
23 –
24
University of Applied
Science
19
16
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Intermediate
secondary school
Higher secondary
school
Higher secondary
school
Higher secondary
school
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Human Resources Management and Corporate Culture
Higher Bank Service
Bundesbank Training Programme for Civil Servants














Examination (14 weeks)
Info-Module 3: Regional Offices (7 weeks)
Seminar 5 (2 weeks)
Practice-Module 5: Central/Regional (9 weeks)
Practice-Module 4: Central Office (10 weeks)
Seminar 4 (3 weeks)
Practice-Module 3: Central Office (10 weeks)
Info-Module 2: Central Office (10 weeks)
Seminar 3 (3 weeks)
Practice-Module 2: Regional Offices (10 weeks)
Seminar 2 (2 weeks)
Info-Module 1: Regional Offices (3 weeks)
Practice-Module 1: Branches (6 weeks)
Seminar 1 (3 weeks)
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Human Resources Management and Corporate Culture
Higher Bank Service
Theoretical Training: Main Subjects
 Monetary Policy
 European Economic and Monetary Union
 Financial Markets
 Balance of Payment and Exchange Rate Policy
 Organisation of the Deutsche Budnesbank and of the ESCB
 Payment Systems
 Accounting
 Banking Supervision
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Human Resources Management and Corporate Culture
Upper Intermediate Bank Service for Civil Servants











Final oral exams
Practical Training 4: Regional/Central Office (2 month)
Final written exams
Main Studies II: Hachenburg Castle (6 month)
Thesis (2 month) incl. in the previous Practical-Training
Practical Training 3: Branch/Regional Office (6 or 12 months)
Main Studies I: Hachenburg Castle (6 month)
Practical Training 2: Branch/Regional Office (3 months)
Semi-Exam
Basic Studies: Hachenburg Castle (6 month)
Practical Training 1: Branch (4 weeks)
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Human Resources Management and Corporate Culture
Upper Intermediate Bank Service for Civil Servants
Main Studies:
 General business studies and banking operations
 Data processing
 Financial mathematics, accounting and statistics
 Economics
 Law and Civics
 Central Bank Operations
Optional subjects:
 Data processing
 English
 French
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Human Resources Management and Corporate Culture
Do you have any further questions?
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Human Resources Management and Corporate Culture
Thank you very much for your attention!
Joachim Fuchs
Deutsche Bundesbank, Germany
Contacting:
[email protected]
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