Workshop on Statistical Organization
and Management for SADC Member
States – UNSD
Human Resources
Group 1 Discussions
Luanda, 04 December 2006
• Indicators for Monitoring purposes
• Staff perception surveys
• User satisfaction surveys
• These must be linked to Action plans for
the whole Organisation
• The action plan must take into
consideration the UN fundamental
principles of official statistics (quality,
• timeliness etc)
Performance Appraisal
Programmes
• Need to be done in two levels, both at
institutional and individual level
• Self assessment against organisational plans
• Performance appraisal system based on the
following:
• Individual Performance agreements
• Set targets and Timelines
Incentive Schemes
• Mechanisms for identifying good
performers in the organisation must be put
in place.
This can be accomplished through
training, promotions, long service awards
etc.
Workshop on Statistical Organization
and Management for SADC Member
States – UNSD
Human Resources
Group 2 Discussions
Luanda, 04 December 2006
Staff turnover / retention
Problems
• Staff retention is undermined by staff turnover.
• Turnover can be caused by issues
– Salary
– Personal choices
– Working conditions
Solutions
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We need to use the SADC structures to raise and address the plight of our
staff shortages.
We need to train as many staff members as we can so that we can create a
strong resource base.
We need to look into all aspects of Human Resources management, e.g.
career-pathing within organisations.
Statisticians have to be competitive in the labour market.
The NSOs have to be autonomous so that they can decide on higher salaries
for staff members, to deal with:
– Special salaries
– Career-pathing
– Job satisfaction.
Training
Problems
• The areas where we do not have expertise at all, or areas where we
have serious skills deficit
• Solutions
• We can consider partnerships with academic institutions, even with the
support of donor agencies, to train in areas where we lack.
• We need national skills development legislation that indicates that a
certain percentage of the Ministries, in our case NSOs, must be
allocated for training purposes.
• We need targeted training, in the work programme, specific to the
job/post
• We need long-term training programmes, such Masters and Doctorate,
as well as bonding them to the NSO, allowing the NSO to recover the
amount spent on training should the staff member choose to leave
before the bonding contracts expires.
Performance management
Problems
• Lack of proper performance appraisal systems can weaken organisational
performance
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•
•
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•
•
•
•
Solutions
Regular performance review processes and procedures
Conditions of service: we need to create two-stream payment system: that for
professionals and for management.
This is very difficult within the current NSOs establishments within government
Performance management systems should be result-based, noting the staff
member’s contribution to productivity, innovation.
Performance appraisal should point the NSO management to training needs
as well as internal mobility of staff.
Performance management systems should focus on improving organizational
performance than focusing on material benefits such as bonuses.
We need to synchronise the organizational planning and budgeting process so
that we do not have a situation where committed performance mandates have
not been met.