Personnel as GTK´s most significant resource
The most important development areas were maintaining and developing competence and developing leadership. The new organisational structure adopted in the beginning of 2016 changed the management culture significantly, as the number of profit centres increased and their areas was extended to national level. The new structure requires inspiring leadership and more flexible HR strategies that exceed the boundaries of profit centres to support projects.
The renewal of the personnel structure to make it more specialist-oriented and deepening the level of competence proceeded slower than planned due to GTK’s financial situation. As a result of the statutory labour negotiations in 2015, mainly administrative and technical support staff were laid off. Most of the employment relationships of the laid off employees ended in mid-2016. The total amount of man-years in the report year was 459.4.
Competence development from the strategic point of view
GTK’s strategy defines leading geological expertise, ability to produce added value from geology, and flexibility and strategic steering. These create the background for HR management and development. The central objective of our HR strategy is to have healthy, motivated and competent personnel, whose competence is aligned with our strategy.
Focusing competence development to support strategic themes and maintaining and developing a high level of competence require that the share of specialists in the personnel structure must be increased. In the light of the strategy, the number of key experts and the aging of the personnel are risks. For this reason, GTK recruited two new research professors and two chief advisers during the year.
GTK carries out its HR strategies and policies on the basis of the state administration’s HR strategy and the common policies for the administrative branches by the Ministry of Economic Affairs and Employment. Plans related to the HR strategy and operations were redefined in GTK’s objective plan 2016–2019.
Deepening geological competence through training
The Skillhive competence portal, which was adopted during the year, made it possible to visualise GTK personnel’s competence. The portal allows the personnel to evaluate their own competence in the geo sector and projects. We continued the development of our personnel’s competence in a determined way according to our strategic and professional competence development plan. GTK also organised training in cooperation with the Lynet network. One of such projects was the training programme for project and innovation management. In addition, geo-competence was improved by, for example, organising an internal training programme of competencies related to spatial data through the GTK academy. For the development of competencies related to projects, Horizon 2020 training was organised.
We also tried to develop top-notch know-how with our own programme, as we did in the previous years. The programme consisted of researcher exchange, international networking, increasing our intellectual capital, acquiring new information and seminars. We tried to encourage young researchers with doctoral degrees to develop their competence to meet international standards with a separate personal development plans.
Job satisfaction survey showed improvement
The VMBaro job satisfaction survey was conducted in the report year. In the middle of changes it was positive that there was positive development in the management index. Fair treatment by immediate supervisors increased significantly. However, the results indicate that there is room for improvement in the organisation of work. The work community index in GTK was at a good level (3.55), reaching the average of all government organisations.
GTK started the development programme Our GTK, which aims to support strategic change through the development of the workplace culture and management. The concrete measures resulting from the programme include starting personnel workshops for identifying the obstacles of and solutions for profitable operations, and the 360 feedback for supervisors and their processing with a professional coach.
HIGHLIGHT: 74 percent of GTK’s employees value the opportunities to learn at work and find fresh perspectives to it.
The well-being of personnel
GTK aims to become a public sector spearhead organisation that utilises best practices and whose culture of good performance reflects the personnel’s professional pride and strong motivation. The level of the personnel’s well-being is monitored by occupational health care, and it is also monitored with personnel surveys and development discussions.
Management and supervisory work are the key areas of developing well-being at work. Visionary and inspiring leadership encourages goal-oriented way of working that welcomes changes and aims at, for example, increasing job satisfaction.
On the grade from four to ten, our own estimate of well-being at work was 7.78.
Staffing by level and gender 2016
Breakdown by education (persons)
The average age of personnel and distribution by age groups
|Average age||51,7||51,9||51,0||-0,9||-1,7 %|
|15-24||1||0,2 %||1||0,2 %||1||0,2 %||0||0,0 %|
|25-34||46||8,2 %||39||7,5 %||25||5,9 %||-14||-35,9 %|
|35-44||115||20,5 %||111||21,3 %||109||25,8 %||-2||-1,8 %|
|45-54||118||21,0 %||111||21,3 %||89||21,0 %||-22||-19,8 %|
|55-64||260||46,3 %||238||45,8 %||193||45,6 %||-45||-18,9 %|
|65-||21||3,7 %||20||3,8 %||6||1,4 %||-14||-70,0 %|
|Total||561||100,0 %||520||100,0 %||423||100,0 %||-97||-18,7 %|
Occupational health care costs
|Sick days, days/case||5,4||5,0||5,5||4,4||3,8|
|Sick days, days/man-year||9,1||8,3||8,6||6,8||6,8|
|Short illnesses (1–3 days), %||71,8||71,2||73,8||76,4||81,7|
|Short illnesses (1–3 days), man-year||1,2||1,2||1,2||1,2||1,5|