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Managing knowledge in NSI - creating supporting HRM infrastructure -

SO SR. Managing knowledge in NSI - creating supporting HRM infrastructure - M á ria Dologov á , SO SR, Slovakia Workshop on HRMT in NSIs , Budapest , 5–7 September 20 12. SO SR. Contents Introduction – NSI in knowledge environment – challenge for HRM

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Managing knowledge in NSI - creating supporting HRM infrastructure -

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  1. SO SR Managing knowledge in NSI- creating supporting HRM infrastructure - • Mária Dologová,SO SR, Slovakia • Workshop on HRMT in NSIs, Budapest, 5–7 September 2012

  2. SO SR Contents • Introduction– NSI in knowledgeenvironment– challengefor HRM • HRM – supportinginfrastructurefor KM • HRM – generalframework, goal, policy • HRM – selectedstrategies • Evaluation – peopleresults • Corporatememory 2

  3. SO SR Introduction 3

  4. SO SR How to make the knowledge work? NSI in knowledge environment NSI - environment • need for statistical knowledge (K) products / services – added value to customer • changes of statistical procedures, methods • integration – need to exchange K within statistical systems • lack of resources - need for intensive development • downsizing, seniority - threat of loosing knowledge • ICT development NSI - character • Knowledge (K) organisation (K = key resource) • carrier of K = HR (K workers) • HR > 70% of the NSI budget • HR - high level of tacit K • power more on the side ofindividuals 4

  5. SO SR ... challenge for HRM Create suitable culture: - continual interest in own learning/ development • - willingness to share & use K (tacit!) • based ontrust, reciprocity, fairness Revised priorities in all HRM practices, esp. in: learning & development motivationmanaging K workers teams, networks(intra, extra-org.) workplace design(meeting rooms, ...) Support organisational structures encouraging K sharing by: • - putting people with different K together • - allowing them to share, use, ..., create K 5

  6. SO SR VALUE of the NSI CUSTOMER INTERNAL PROCESSES LEARNING & GROWTH IntegratedTQM ... benefit for the NSI From K of K workers • ... through K embeded in required products, services • ... to increased value of the NSI 6

  7. SO SR Value of the institution Trustworthiness of products / services Acknowledgement on nat. and internat. level via relevant, mutually harmonised & consistent efficient statistical systems Customer satisfaction Products meeting demanding customer requirements, emphasis on quality (stressing facilitation of the correct interpretation and convenient access) Relations, partnerships Effective internal processes Knowcustomers better, Create value-added products, provide convenient access to products Improve input effectiveness Improve effectiveness of int. processes Vision Strategy Values Knowledge, systems Knowledge basis, Corporate culture (values) IS/ICT supporting VAP m:n Financial resources, Cost management Quality management system Example: SO SR 7

  8. SO SR HRM - supporting infrastructure for KM - general framework, goal, policy - 8

  9. SO SR Visionwe are ... information and knowledge institution ... ... Mission... to provide statistical products and services with the aim to support the improvement of informationand intellectual capital of our customers ... Common shared values ... knowledge sharing, openness to new ideas,innovativeness... SOSR Vision, mission, csv 9

  10. SO SR General goal:Ensure development of the HR in order to meet effectively and productivelly goals and objectives of the institution General goal focusing on K:SOSR exampleEnsure development of knowledge base of the institution so that it makes possible to create value to customer by increased integration of knowledge into development and provision of statistical products 10

  11. SO SR Policy Personnel policy SOSR example: • We regard development of the human resource, carrier of the intellectual capital, as important priority of the Statistical Officeof the SR... •  • We regard personnel work as integral part of the managers’ work on all managerial levels... we develop managerial knowledge and skills necessary for managing human resources with emphasis on managing knowledge workers. • Through acting of managers as role models we strengthen and develop atmosphere of trust, reciprocity and fairness as well as ...  • We ensure development of our knowledge base - we create conditions for acquisition, absorption, use, sharing of knowledge. • etc. 11

  12. SO SR HRM - supporting infrastructure for KM - selected strategies - 12

  13. SO SR Org. goals Knowledge organisation Rewarding HRM Perfor-mance Recruitment selection termination Performance assessment Planning Adaptation outflow Learning&Development … processing & records keeping ... HRM 13

  14. SO SR Planning Focus(K organisation): To ensure that the right magnitude of the right people (= of the right K) are in the right place at the right time(part of the SOSR int. directive) (in line with the civil service budget regulations) Recruitment & selection Focus(K organisation): Recruitment & selection:new employees with potential to absorb and creatively use and share knowledge, thus to contribute to increasing value of the statistical products (SOSR strategy) ... top K workers recruiters: able to cope with ambiguity and anxiety 14

  15. SO SR Adaptation training Focus(K organisation): To provide employee with information and knowledge leading to acquisition of basic knowledge and skills necessary for execution of his/her tasks (knowledge culture environment)(part of the SOSR int. directive)  Alignment + Acquisition of basic K - foundation for higher-level-learning Approach Obligation for new employees; 5 months; supervised by gestor Max. use of accumulated K (corporatememory) - experienced gestor (+role model) - on the job training (+lessons learned); - in-house training (Schola Statistica) - managers as lecturers in ScholaStatistica (+role model) -Intranet (rich explicit K, information: int. + ext. regulations, documented procedures, methodology, reports AP Strategy, meetingminutes, ..., relevant EU documents) 15

  16. SO SR Learning & development • Focus(K organisation): • To develop professional and managerial knowledge and skills necessary for production and release of statistical products, as well as for supporting processestaking into account existing needs and expectations of customers, as well as development in relevant processes, methods and technologies (SOSR strategy) • Further alignment + Higher-level-learning Approach Obligation for all employees; min. 5 days/y Needs: - K gap analysis onstrategic level (strategy); focus - core competencies - ... on operational level; focus - performance at daily work Planning; Monitoring, evaluation: - L&D conception, annual plan; appraisal(employee competencies) added value 16

  17. SO SR Max. use of accumulated K (corporatememory) - learning on the job; incl. coaching, mentoring,assistance, observing - sharing K on important events (K projects -, other project results, business trips, .., Statistical afternoon, kick-off meetings, ...) - managers& experts as lecturers in ScholaStatistica courses -Intranet (rich explicit K; information) • Structures encouraging K sharing- team work, networks of experts SR – ESS; (intra -, extra org.) • Traditional approaches - seminars, conferences, courses with external experts(incl. ESTP) ... • K transfer:INFOSTAT, Universities tacit K 17

  18. SO SR Appraisal Focus(K organisation): To provide employee with feedback on his / her performance and contribution to fulfilment of goals and objectives of the institution taking into account also his / her effort regarding sharing and using knowledge; to recieve feedback from him / her and to formulate objectives for the next period SOSR strategy)  Alignment + Motivation Approach All employees, annually by own manager - Assessment of performance - Giving and receiving feedback • - Giving direction(tasks, competence), perspectives • - Improving involvement, empowerment Focussing also on:K level & use Focussing also on:K workers motivation 18

  19. SO SR Rewarding Focus(K organisation): To provide employee with reward for his / her performance and contribution to fulfilment of goals and objectives of the institution taking into account also his / her effort regarding development of the knowledge basis of the institution; using financial and non financial forms of rewards (SOSR strategy)(keeping the civil service regulations, budget)  Alignment + Motivation Approach • All employees, HR unit; managers; rules • Financial rewards(... K workers – what for what) • Non financial rewards (... K workers motivation!)-recognition, praise;- new opportunity (representation, involvement into important team, - task; foreign study, business trip, EU expert, ..) - learning / training opportunities; - empowerment - responsibility,mgnt tasks, access to information 19

  20. SO SR Motivation, stimulation  desired performance • Motivation of K workers - growth & learning opportunity • - purpose, contribution, challenging work - communication - flexibility - freedom • - recognition – respect (trust) - reward • they expect coach / mentor with excellent communication skills, praise .... not a boss •  aligned - involved - empowered 20

  21. SO SR Evaluation - People results 21

  22. SO SR People perceptions Aim: to monitor and measurestaffperceptions of the organisation • Tool: Survey on staff satisfaction • Focus:employee satisfaction... combined with: • employee alignment with the common shared values – incl.: • - knowledge sharing, communication; reciprocity, fairness- innovativeness, openness to new ideas- ... Performance indicators Aim: to monitor, evaluate and improve performance of the organisation and to predict impact on the perceptions Tool: Indicators with target values Focus: HRM subprocesses, managerial processes, other Perceptions & performance indicators(SOSR) 22

  23. SO SR Corporate memory - one of results of functioning HRM infrastructure supporting KM 23

  24. Strategic -, tactical -, operational mgnt SO SR marketing Info sources mgnt Communication with customer def. of way of obtaining data Creation of PrBD/PuBD & other work. DB Customer & his requirements Customer & his satisfaction Prep. & realis. of stat. survey. & data processing Creation of product & dissemination FM HRM ICT- M M-Infra Basis: QMS processes, ISO 9001 Focus: K needed in / resulting from the process(integral part of the process) 24

  25. SO SR Basic architecture Explicit KTacit K ownership of the institution ... of individuals Explicit K – codified in: Documented procedures(processes, ..., methodology, ...) Other work documentation(policies, strategies, conceptions, plans, ..., technical projects, definitions ..., ext. K – ESS, ...) Records(minutes, evaluations, reports, K project results: K on respondents, - customers, - products - QR; other projects results, ..., presentations) Electronic QMS, First Aid Kit „all documents on Intranet“ Tacit K – in heads Complementar form Access via: COMMUNICATION putting people together Coaching, assistance, observing, ... In-house trainingTeams, Informal nets, ... - discussion-conversation-dialog - 25

  26. SO SR Thank you for your attention 26

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