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Workshop on Statistical Organisation and Management for SADC Member States

This workshop focuses on the strategies and practices of human resources management in statistical organizations. Topics include planning, recruitment, development, performance appraisal, and reward systems.

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Workshop on Statistical Organisation and Management for SADC Member States

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  1. Workshop on“Statistical Organisation and Management for SADC Member States”Luanda, 2 – 6 December 2006---------Strategy based Human Resources Managementby Awa ThionganeSenior Regional AdviserECA

  2. Outline • HR Management : Issue • Planning • Recruitment • Development • Audit • Performance appraisal • Reward systems • Separation

  3. Authoritative Quotation “Theorganization’s greatest strength – and the key to our success - is the quality of our staff and managers.” Koffi Anan in « Building the Future »

  4. 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

  5. Context: employees expectations • Social behaviour in Africa • Homo “socialisis” • Citizen status within a far more democratic information society • Expression of individuals expectations: • Information - Understanding • Respect - Knowledge • Assertiveness - Communication • Social status - Participation

  6. 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

  7. Leader at confluence of …… Environment of the NSO Managerial Abilities L Staff Characteristics Job characteristics

  8. User needs Stat products Inputs SWOT matrix HR Strategy Financial & Administrative strategy Strategy chain Rules procedures

  9. Strengths Opportunities Weaknesses Threats For discussions See Annex * SWOT Matrix Good Bad Present Future

  10. 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?”

  11. Step 1: CEO Step 2: CE Step 3: Principal Stat. Step 4: Senior Statistician Step 5: Statistician Career Path: Vertical arrangements • Associated words: • * Grade - level • * Required time • at each step • * Fast track • * Career • plateauring Number of people at each step Increased maturity and experience • Civil service procedure of automatic advancement or advancement on merit (fair appraisal system) • Vertical arrangements lead to a higher job

  12. Career Path: Horizontal arrangements Targeted job or or or or Job X1 Job X2 ……... Job Xi Job Xn Ex: Computer scientists in NSO in the 80s

  13. 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

  14. 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

  15. 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.

  16. 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 Technical skills Would be able to quickly Acquire skills to retain To avoid Competencies

  17. 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.)

  18. 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.

  19. Resolution of Conflicts - Negotiation Win Lose (Collaborative) Win -Loose Win Loose Loose Loose Win Loose

  20. SMART* Objectives Definition Perform. Appraisal Respons. Assignement Standards of perform. Developm. Management cycle * Specific –Measurable – Achievable – Relevant - Timely

  21. 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.

  22. Separation • Current situation - Retirement - Resignation - End of contract - Discharge, …. • Other situations • Consequences of budgetary constraints (SAP) • Downsizing • Change of status, etc. • New organizational structure • New job descriptions • New recruitment rules

  23. Audit • Objective: • Measureof effectiveness of HR management => Analysis • Turnovers • Absenteeism • Lateness • Etc. • Recommendations for improvement Based on existing files or surveys results

  24. Causes of professional wear out Time for Change Sigmoid Curve

  25. 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

  26. For discussions • Indicators for monitoring purposes? • Career plans? • Training programmes? • Incentive scheme? • Staff retention? • Performance appraisal programme? • Jobe description? • Trade union or association?

  27. Annexes

  28. Annex 1: Quality Management Principles P1- Customer focus P2- Leadership P3- Involvementof people P4- Process approach P5- System approach to management P6- Continual improvement P7- Factual approach to decision-making P8- Mutually beneficial suppliers relationships Source: iso.org

  29. Annex 2: SWOT Analysis • Weaknesses: • Poor staffing • High mobility of specialized staff • No adequate skill-mix • Low wages • Not enough incentives • Etc.

  30. 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.

  31. Annex 2: SWOT Analysis • Threats: • Skilled staff highly in demand (threat for NSOs not for NSSs)

  32. 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

  33. 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

  34. Competencies : Communication Team work Planning and organization Accountability Creativity Client-Orientation Commitment to continuous learning “ Veille technologique” Managerial competencies : Leadership Vision Empowerment of others Building confidence Managing performances Judgement and decision-making Annex 4: Example: United Nations • Values of the organization: • Integrity – Professionalism – • Respect of diversity

  35. Thank you

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