Transcript Workshop --------- “Statistical Organisation and Management for SADC Member States”
Workshop
on
“Statistical Organisation and Management for SADC Member States”
Luanda, 2 – 6 December 2006
---------
Strategy based Human Resources Management
by Awa Thiongane Senior Regional Adviser ECA
Outline
HR Management : Issue Planning Recruitment Development Audit Performance appraisal Reward systems Separation
Authoritative Quotation
“ The organization’s greatest strength – and the key to our success - is the quality of our staff and managers.” Koffi Anan in « Building the Future »
HR and Management Theory
A definition of Management • “Management is working with and through other people to accomplish the objectives of both the organization and those of its members” This implies that: • Human capital is central in organizations' assets • There a is need to stress results rather than activities • Employees’ expectations are as important as organizations’ objectives In other words: • Involvement of people (quality management – principle 3) • Managing for results (new development agenda) • Empowerment – responsibility - accountability
Context: employees expectations
Social behaviour in Africa • Homo “socialisis” • Citizen status within a far more democratic information society • Expression of individuals expectations: Information Respect Assertiveness Social status - Understanding - Knowledge - Communication - Participation
Managing People
Leadership (P2)
Motivate individuals for the goals and objectives of the NSO Minimise bad communication between the various levels of the NSO And more
Implication of persons (P3)
Motivated, committed and involved staff within the NSOs Innovation and creativity to serve the organization objectives Persons responsible of their own performances Individuals eager to participate in and contribute to continuous improvement
Leader at confluence of ……
Environment of the NSO L Job characteristics Managerial Abilities Staff Characteristics
User needs Stat products
Strategy chain
Inputs SWOT matrix HR Strategy Financial & Administrative strategy Rules procedures
SWOT Matrix
For discussions See Annex * Strengths Opportunities Weaknesses Threats Present Future
Career path
Very different patterns • Before: Vertical career path (civil service – life appointment in Japanese companies – quasi predictability ) • Nowadays: Horizontal career path or combined with vertical arrangements (mobility is key today*) • (for discussions: advantages and disadvantages for the NSO) * “Where do you think you will be in 5 years?”
Career Path: Vertical arrangements Step 1: CEO Step 2: CE Step 3: Principal Stat.
Step 4: Senior Statistician Step 5: Statistician Associated words: * Grade - level * Required time at each step * Fast track * Career plateauring
• Civil service procedure of automatic advancement or advancement on
merit (fair appraisal system)
• Vertical arrangements lead to a higher job
Career Path: Horizontal arrangements Targeted job Job X1
or
Job X2
or
……...
or or
Job Xi Job Xn
Ex: Computer scientists in NSO in the 80s
Career path
Career plateauring • Organizations cannot promote everyone • Skill-mix is needed at various levels • Organizational structure are generally hierarchal • Career path is set up for the organization goals Solutions • Remain in the same job • Transfer to a different career path • Quit the organization
Recruitment
Generally by the civil service • NSO Request – employees are posted • Risk factors: Long procedure beyond the control of the NSO NSO has often no say on the candidates Difficulties in retention of skilled staff (low wages – sometimes low profile of the NSO, etc.) The NSO is autonomous • Recruitment plan to be designed • Selection procedures as part of the recruitment
Selection
What is required for the job?
Pre-selection through résumé (minimum requirements) Interviews • Face-to-face interview (short list) To assess the candidate motivation to perform the job and remain on the job (cost-effectiveness); whether he/she has the qualifications required; he/her attitude vis-à-vis the organization culture Face-to-face interview appraisal based on verbal messages and body language • Formal (predetermined questions - various types ) • Informal (group meal) Fairness requires to avoid not job-related factors; Etc.
Categories of staff to be recruited To retain for tasks that do not need interactions with other members of the staff Too much in demand *High mobility * but for their leadership To avoid Would be able to quickly Acquire skills to retain Competencies
Training – A lifetime Activity
On-the-job training • Orientation for new employees (formal or informal for quick integration of new employees) • Internship • On-the-job rotation (managerial and other levels) • Coaching • Divisional meetings • Specialized training (Task rotation to maximized specialized human capital based on versatility) • Ad hoc training sessions to improve personal skills and to share the organization culture (on team building, team work, communication, negotiations, planning and organizing, management, time management, etc.)
Training
Off- the –job Training • Seminars/workshops : Training workshop Peer learning – expert groups Reward for performance • Refresher courses • Courses leading to degrees (tuition fees) • Etc.
Resolution of Conflicts - Negotiation
Win Loose Win Lose (Collaborative) Loose Loose Loose Loose Win
Management cycle
SMART* Objectives Definition Perform.
Appraisal Respons.
Assignement Standards of perform. Developm.
* S
pecific –
M
easurable –
A
chievable –
R
elevant -
T
imely
Reward Systems
Non-monetary
- Participation in the staff social events - Certificate - Letter of appreciation - Empowerment - Training (on-the-job and out-of-the job) - Study tours, etc.
Compensation
• In projects • Surveys, censuses • Etc.
Separation
Current situation
Retirement - End of contract - Resignation - Discharge, ….
Other situations
• Consequences of budgetary constraints (SAP) Downsizing • Change of status, etc.
New organizational structure New job descriptions New recruitment rules
Audit
Objective:
• Measure of effectiveness of HR management
=> Analysis
• Turnovers • Absenteeism • Lateness • Etc.
Based on existing files or surveys results Recommendations for improvement
Time for Change Causes of professional wear out
Sigmoid Curve
Challenges
Staff Retention: A major challenge for the NSO
Ex: Central banks in competition with the NSOs • Training • Change of status • Professionalism • Contractual relationships with new members** • Periods for consultancy services for senior staff • Mentoring • Special Programmes • Social events
For discussions
Indicators for monitoring purposes?
Career plans?
Training programmes?
Incentive scheme?
Staff retention?
Performance appraisal programme?
Jobe description?
Trade union or association?
Annexes
Annex 1: Quality Management Principles P1 P2 P3 P4 P5 P6 P7 P8-
Customer focus Leadership Involvement of people Process approach System approach to management Continual improvement Factual approach to decision-making Mutually beneficial suppliers relationships
Source:
iso.org
Annex 2: SWOT Analysis
Weaknesses:
• Poor staffing • High mobility of specialized staff • No adequate skill-mix • Low wages • Not enough incentives • Etc.
Annex 2: SWOT Analysis
Strengths:
• Highly skilled staff • Change of status • Brand name of the NSO • Partnerships _ New opportunities in training, funding additional activities • Etc.
Annex 2: SWOT Analysis
Threats:
• Skilled staff highly in demand (threat for NSOs not for NSSs)
Annex 2: SWOT Analysis
Opportunities:
• Higher profile of statisticians (change of status – Awareness (advocacy and increase in international statistical needs) • Current trends Lifetime learning Leverage through ICT Networking Lobbying Sub-contracting Improving skills to raise statistical profile Workload reduction Skill-mix
Annex 3: SWOT Analysis
Opportunities:
• Higher profile of statisticians (change of status – Awareness (advocacy and international needs) • Current trends Lifetime learning Leverage through ICT Networking Lobbying Sub-contracting Improving skills to raise statistical profile Workload reduction Skill-mix
Annex 4: Example: United Nations Competencies :
Communication Team work
Values of the organization:
Integrity – Professionalism – Respect of diversity
Managerial competencies :
Planning and organization Accountability Creativity Client-Orientation Commitment to continuous learning “ Veille technologique” Leadership Vision Empowerment of others Building confidence Managing performances Judgement and decision making