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
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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
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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
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In other words:
• Involvement of people (quality management – principle 3)
• Managing for results (new development agenda)
• Empowerment – responsibility - accountability
Context: employees expectations
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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)
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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)
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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
Managerial Abilities
L
Job characteristics
Staff
Characteristics
Strategy chain
User needs
Stat products
Inputs
SWOT matrix
HR
Strategy
Financial &
Administrative
strategy
Rules
procedures
SWOT Matrix
Bad
Good
For discussions
See Annex *
Strengths
Weaknesses
Present
Opportunities
Threats
Future
Career path
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Very different patterns
• Before: Vertical career path (civil service – life
appointment in Japanese companies – quasipredictability )
• 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?”
Increased maturity and experience
Career Path: Vertical arrangements
Step 1:
CEO
Step 2: CE
Step 3: Principal Stat.
Step 4: Senior Statistician
Associated
words:
* Grade - level
* Required time
at each step
* Fast track
* Career
plateauring
Step 5: Statistician
• 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
or
Job X1
Job X2
or
……...
or
or
Job Xi
Ex: Computer scientists in NSO in the 80s
Job Xn
Career path
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Career plateauring
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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
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Generally by the civil service
• NSO Request – employees are posted
• Risk factors:
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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
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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
To avoid
Too much in demand
*High mobility
* but for their
leadership
Would be able to quickly
Acquire skills
to retain
Competencies
Training – A lifetime Activity
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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
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Off- the –job Training
• Seminars/workshops :
 Training workshop
 Peer learning – expert groups
 Reward for performance
• Refresher courses
• Courses leading to degrees (tuition fees)
• Etc.
Win
Resolution of Conflicts - Negotiation
Win Loose
Win
Lose
(Collaborative)
Loose
Loose
Loose
Win
Loose
Management cycle
SMART*
Objectives
Definition
Perform.
Appraisal
Respons.
Assignement
Standards
of
perform.
Developm.
* Specific –Measurable – Achievable – Relevant - Timely
Reward Systems
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Non-monetary
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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
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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
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Objective:
• Measure of effectiveness of HR management
=> Analysis
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Turnovers
Absenteeism
Lateness
Etc.
Based on existing files or surveys results
Recommendations for improvement
Time for Change
Sigmoid Curve
Causes of professional
wear out
Challenges
Staff Retention: A major challenge for the NSO
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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
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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
P1P2P3P4P5P6P7P8-
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
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Weaknesses:
• Poor staffing
• High mobility of specialized staff
• No adequate skill-mix
• Low wages
• Not enough incentives
• Etc.
Annex 2: SWOT Analysis
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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
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Threats:
• Skilled staff highly in demand (threat for NSOs
not for NSSs)
Annex 2: SWOT Analysis
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Opportunities:
• Higher profile of statisticians (change of status –
Awareness (advocacy and increase in international
statistical needs)
• Current trends
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Lifetime learning
Leverage through ICT
Networking
Lobbying
Sub-contracting
Improving skills
to raise statistical profile
Workload reduction
Skill-mix
Annex 3: SWOT Analysis
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Opportunities:
• Higher profile of statisticians (change of status –
Awareness (advocacy and international needs)
• Current trends
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Lifetime learning
Leverage through ICT
Networking
Lobbying
Sub-contracting
Improving skills
to raise statistical profile
Workload reduction
Skill-mix
Annex 4: Example: United Nations
Values of the organization:
Integrity – Professionalism –
Respect of diversity
Competencies :
Communication
 Team work
 Planning and organization
 Accountability
 Creativity
 Client-Orientation
 Commitment to
continuous learning
 “ Veille technologique”
Managerial competencies :
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Leadership
Vision
Empowerment of others
Building confidence
Managing performances
Judgement and decisionmaking
Thank you