Human resources strategy - Curtea de Conturi

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2/23 TABLE OF CONTENTS I. Context and aim of the Court of Accounts’ Human Resources Strategy for the period 2011 - 2014 3 II. The Court of Accounts’ Mission, Vision and Values in the field of Human Resources 6 III. Current activity involving Human Resources 8 3.1 Organization and structure of Human Resources 8 3.2 Culture and organisational change 8 3.3 Priorities for modernising activities within the HR Strategy 9 IV. General strategic objective, specific strategic objectives, related strategic measures and specific actions to enforce specific strategic objectives 10 V. Implementing strategic objectives 23 Human Resources Strategy of the Romanian Court of Accounts
3/23 I. Context and aim of the Court of Accounts’ Human Resources Strategy for the period 2011-2014 Context In keeping with the INTOSAI Guide on the institutional capacity building of Supreme Audit Institutions, drafted in 2007 by the members of Sub-Committee 1 on institutional capacity strengthening, chaired by the National Audit Office of Great Britain, there are a number of areas concerning Human Resources (HR) which are important in terms of ensuring that the RCoA provides a high quality service. The Guide states that „capacity” means the skills, knowledge, structures and ways of working that make an organisation effective. Building capacity means developing further each of these, building on existing strengths, and addressing gaps and weaknesses. This HR Strategy seeks to define the ways in which this will be done, in the short and medium term (covering the period 2011-2014) . The Guide considers certain more detailed topics where capacity building has direct HR consequences. Three categories of capacity building are identified, namely professional audit capacity, organisational capacity and capacity to deal with the external environment. Analysing these further, the following issues have very significant HR impact: - Developing/training staff - Work planning and management - Quality assurance - Forward planning - Leadership - Managing resources This HR Strategy follows on from the development of the Institutional Development Strategy, which identified a number of crucial HR-related activities that needed to be taken. In many ways, the delivery of all seven strategic objectives in the Institutional Development Strategy is impacted by HR activities, but there are two in particular where this is strongly the case. These are specific objective 4 in the Institutional Development Strategy which includes elements on making managerial and support processes more efficient and specific objective 6 which looks at increasing the professionalism of Human Resources Strategy of the Romanian Court of Accounts
Page 1: 1/23 HUMAN RESOURCES STRATEGY â Hu
Page 5 and 6: 5/23 Aim The effective and efficien
Page 7 and 8: 7/23 Vision The aim of the vision s
Page 9 and 10: 9/23 3.3. Priorities for modernizin
Page 11 and 12: 11/23 ‣ Specific strategic object
Page 13 and 14: 13/23 Ensure that appropriate inter
Page 15 and 16: 15/23 SPECIFIC STRATEGIC OBJECTIVE
Page 19 and 20: 19/23 Equip trainers with the right
Page 23: 23/23 V. Implementing strategic obj

Human resources strategy - Curtea de Conturi

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