In recent decades the whole range of non-commercial social services has rapidly increased. Both supply and manpower in this range have grown enormously and so has the demand for professional human resources management and for a professional quality rating system. As with all companies, even providers of social services need to become more efficient and more effective whilst supporting their workforce. When developing performance-related systems it is important that operational company-objectives and individual employee-objectives overlap as much as possible. Therefore, the management is confronted with constant changes in the organisation’s tasks as well as new challenges in the range of promotion and motivation of the employees.
In order to perform the core tasks of the Fonds Soziales Wien (FSW), which are promoting, financing and providing social services, it is necessary to support the executives and the employees adequately. For this purpose a project was implemented in order to aid the management in its tasks called A.U.G.E. (automation supported integrated development). The basic principle of implementing a standardised schema of wages for all employees - ‘equal work, equal salary’- was considered a primary task. Another goal was to shift the balance of lifetime-income in favour of younger employees. Implementation of a variable performance-related portion of wages should also support executives in communicating individual performances to the employees.
The project’s objective is to be sustainable, imitable, understandable (fairness and transparency for the employees) and self-financing or even cost-reducing. This is achieved by implementing, amongst others, a new remuneration system which includes a variable performance related portion. This system serves, on the one hand, as a controlling tool for executives and, on the other hand, makes remuneration more attractive. Furthermore, a management-tool called WINIK, a special software system, is used for the implementation. This system continuously supports the executives in accomplishing their targets and in communicating the individual performance to the employees as it facilitates promotion and evaluation of the employees. Practices, behaviour and effects of employees and executives alike are continuously questioned via a 360-degree-evaluation. This gives the employee the opportunity to holistically reflect on their performance and impression within the organisation and to receive feedback. Using WINIK, the executives have the ability to view the current job description, the current performance analysis and possible future supportive measures, and to make further considerations about training - and thus advancement - of the employees.
|Award category:||leadership and change|
|Sector:||Public health and social welfare/affairs|
|Type of activity:||human resource management|
|Keywords:||Social services, lifetime-income balance|
|Short English description:||The project’s objective is to be sustainable, imitable, understandable (fairness and transparency for the employees) and self-financing or even cost-reducing|
|Organisation:||Fonds Soziales Wien|
|Level of government:||regional level|
|Size of organisation:||>100|
|Number of people involved:|
|EU membership:||EU member|