Human resources strategy - Curtea de Conturi
Human resources strategy - Curtea de Conturi
Human resources strategy - Curtea de Conturi
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3/23<br />
I. Context and aim of the Court of Accounts’ <strong>Human</strong> Resources Strategy<br />
for the period 2011-2014<br />
Context<br />
In keeping with the INTOSAI Gui<strong>de</strong> on the institutional<br />
capacity building of Supreme Audit Institutions, drafted in 2007<br />
by the members of Sub-Committee 1 on institutional capacity<br />
strengthening, chaired by the National Audit Office of Great<br />
Britain, there are a number of areas concerning <strong>Human</strong> Resources<br />
(HR) which are important in terms of ensuring that the RCoA<br />
provi<strong>de</strong>s a high quality service.<br />
The Gui<strong>de</strong> states that „capacity” means the skills, knowledge,<br />
structures and ways of working that make an organisation<br />
effective. Building capacity means <strong>de</strong>veloping further each of<br />
these, building on existing strengths, and addressing gaps and<br />
weaknesses. This HR Strategy seeks to <strong>de</strong>fine the ways in which<br />
this will be done, in the short and medium term (covering the<br />
period 2011-2014) .<br />
The Gui<strong>de</strong> consi<strong>de</strong>rs certain more <strong>de</strong>tailed topics where<br />
capacity building has direct HR consequences. Three categories of<br />
capacity building are i<strong>de</strong>ntified, namely professional audit<br />
capacity, organisational capacity and capacity to <strong>de</strong>al with the<br />
external environment.<br />
Analysing these further, the following issues have very<br />
significant HR impact:<br />
- Developing/training staff<br />
- Work planning and management<br />
- Quality assurance<br />
- Forward planning<br />
- Lea<strong>de</strong>rship<br />
- Managing <strong>resources</strong><br />
This HR Strategy follows on from the <strong>de</strong>velopment of the<br />
Institutional Development Strategy, which i<strong>de</strong>ntified a number<br />
of crucial HR-related activities that nee<strong>de</strong>d to be taken. In<br />
many ways, the <strong>de</strong>livery of all seven strategic objectives in the<br />
Institutional Development Strategy is impacted by HR activities,<br />
but there are two in particular where this is strongly the case.<br />
These are specific objective 4 in the Institutional<br />
Development Strategy which inclu<strong>de</strong>s elements on making<br />
managerial and support processes more efficient and specific<br />
objective 6 which looks at increasing the professionalism of<br />
<strong>Human</strong> Resources Strategy of the Romanian Court of Accounts