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

Workshop Workshop onon

“Statistical Organisation and “Statistical Organisation and Management for SADC Member Management for SADC Member

States”States”Luanda, 2 – 6 December 2006Luanda, 2 – 6 December 2006

------------------Strategy based Human Strategy based Human Resources ManagementResources Management

by by Awa ThionganeAwa Thiongane

Senior Regional AdviserSenior Regional AdviserECAECA

OutlineOutline HR Management : IssueHR Management : Issue PlanningPlanning RecruitmentRecruitment Development Development AuditAudit Performance appraisalPerformance appraisal Reward systemsReward systems SeparationSeparation

Authoritative QuotationAuthoritative Quotation

““TheThe organization’s greatest organization’s greatest strength – and the key to our strength – and the key to our success - is the quality of our staff success - is the quality of our staff and managers.”and managers.”

Koffi Anan in « Building the Future »Koffi Anan in « Building the Future »

HR and Management HR and Management TheoryTheory

A definition of Management A definition of Management • ““Management is working with and through Management is working with and through

other people to accomplish the objectives of other people to accomplish the objectives of both the organization and those of its both the organization and those of its members”members”

This implies that:This implies that:• Human capital is central in organizations' assets Human capital is central in organizations' assets • There a is need to stress results rather than activitiesThere a is need to stress results rather than activities• Employees’ expectations are as important as Employees’ expectations are as important as

organizations’ objectives organizations’ objectives In other words:In other words:

• Involvement of people (quality management – Involvement of people (quality management – principle 3)principle 3)

• Managing for results (new development agenda)Managing for results (new development agenda)• Empowerment – responsibility - accountabilityEmpowerment – responsibility - accountability

Context: employees Context: employees expectationsexpectations

Social behaviour in AfricaSocial behaviour in Africa• Homo “socialisis” Homo “socialisis”

• Citizen status within a far more Citizen status within a far more democratic information societydemocratic information society

• Expression of individuals expectations:Expression of individuals expectations:- InformationInformation - Understanding - Understanding - RespectRespect - Knowledge - Knowledge - AssertivenessAssertiveness - Communication- Communication- Social statusSocial status - Participation- Participation

Managing PeopleManaging People

Leadership (P2)Leadership (P2) Motivate individuals for the goals and objectives of the Motivate individuals for the goals and objectives of the

NSONSO Minimise bad communication between the various Minimise bad communication between the various

levels of the NSOlevels of the NSO And moreAnd more

Implication of persons (P3)Implication of persons (P3) Motivated, committed and involved staff within the Motivated, committed and involved staff within the

NSOsNSOs Innovation and creativity to serve the organization Innovation and creativity to serve the organization

objectives objectives Persons responsible of their own performancesPersons responsible of their own performances Individuals eager to participate in and contribute to Individuals eager to participate in and contribute to

continuous improvementcontinuous improvement

Managerial Managerial AbilitiesAbilities

Environment Environment of the NSOof the NSO

Staff Staff CharacteristiCharacteristicscs

Job Job characteristiccharacteristicss

Leader at confluence of Leader at confluence of …………

LL

Strategy chainStrategy chain

Inputs SWOT matrix

User needsStat products

Financial &Administrativ

estrategy

HRHRStrategyStrategy

Rules procedures

SWOT Matrix SWOT Matrix B

ad

Bad

FutureFuture

Good

Good

PresentPresent

WeaknessesWeaknesses ThreatsThreats

OpportunitOpportunitiesies

StrengtStrengthshs

For discussions For discussions See Annex *See Annex *

Career path Career path

Very different patterns Very different patterns • Before: Vertical career path (civil Before: Vertical career path (civil

service – life appointment in Japanese service – life appointment in Japanese companies – quasi-predictability )companies – quasi-predictability )

• Nowadays: Horizontal career path or Nowadays: Horizontal career path or combined with vertical arrangements combined with vertical arrangements (mobility is key today*) (mobility is key today*)

• (for discussions: advantages and (for discussions: advantages and disadvantages for the NSO)disadvantages for the NSO)

* “Where do you think you will be in 5 * “Where do you think you will be in 5 years?”years?”

Career Path: Career Path: Vertical Vertical arrangementsarrangements

Associated Associated words:words:

* Grade - * Grade - levellevel* Required * Required time time at each at each stepstep* Fast track* Fast track* Career * Career plateauringplateauring

Step 1:Step 1:CEOCEO

Step 2: CEStep 2: CE

Step 3: Principal Stat.Step 3: Principal Stat.

Step 4: Senior StatisticianStep 4: Senior Statistician

Step 5: StatisticianStep 5: Statistician

Num

ber

of

peo

ple

at

Num

ber

of

peo

ple

at

each

ste

p

each

ste

p

• Civil service procedure of automatic advancement or Civil service procedure of automatic advancement or advancement on merit (fair appraisal system) advancement on merit (fair appraisal system) • Vertical arrangements lead to a higher job Vertical arrangements lead to a higher job

Incre

ase

d m

atu

rity

an

d

Incre

ase

d m

atu

rity

an

d

exp

eri

en

ce

exp

eri

en

ce

Career Path: Career Path: Horizontal Horizontal arrangementsarrangements

Targeted Targeted job job

Job Job X1X1

Job Job X2X2

Job Job XiXi

Job Job Xn Xn

…………......

or or oror

Ex: Computer scientists in NSO in the 80sEx: Computer scientists in NSO in the 80s

Career path Career path

Career plateauringCareer plateauring• Organizations cannot promote everyoneOrganizations cannot promote everyone• Skill-mix is needed at various levelsSkill-mix is needed at various levels• Organizational structure are generally Organizational structure are generally

hierarchal hierarchal • Career path is set up for the organization Career path is set up for the organization

goalsgoals SolutionsSolutions

• Remain in the same jobRemain in the same job• Transfer to a different career path Transfer to a different career path • Quit the organization Quit the organization

RecruitmentRecruitment

Generally by the civil serviceGenerally by the civil service• NSO Request – employees are postedNSO Request – employees are posted• Risk factors:Risk factors:

Long procedure beyond the control of the NSOLong procedure beyond the control of the NSO NSO has often no say on the candidatesNSO has often no say on the candidates Difficulties in retention of skilled staff (low Difficulties in retention of skilled staff (low

wages – sometimes low profile of the NSO, wages – sometimes low profile of the NSO, etc.)etc.)

The NSO is autonomous The NSO is autonomous • Recruitment plan to be designedRecruitment plan to be designed• Selection procedures as part of the Selection procedures as part of the

recruitmentrecruitment

SelectionSelection What is required for the job?What is required for the job? Pre-selection through résumé (minimum requirements)Pre-selection through résumé (minimum requirements) Interviews Interviews

• Face-to-face interview (short list)Face-to-face interview (short list) To assess the candidate motivation to perform the To assess the candidate motivation to perform the

job and remain on the job (cost-effectiveness); job and remain on the job (cost-effectiveness); whether he/she has the qualifications required; whether he/she has the qualifications required; he/her attitude vis-à-vis the organization culturehe/her attitude vis-à-vis the organization culture

Face-to-face interview appraisal based on verbal Face-to-face interview appraisal based on verbal messages and body language messages and body language

• Formal (predetermined questions - various Formal (predetermined questions - various types ) types )

• Informal (group meal)Informal (group meal) Fairness requires to avoid not job-related factors;Fairness requires to avoid not job-related factors; Etc. Etc.

Categories of staff to be Categories of staff to be recruitedrecruited

Competencies

Tech

nic

al

skil

ls

Too much in demand *High mobility * but for their leadership

Would be able to quickly Acquire skills to retain

To avoid

To retain for tasks that do not need interactions with other members of the staff

Training – A lifetime Training – A lifetime ActivityActivity On-the-job training On-the-job training

• Orientation for new employees (formal or Orientation for new employees (formal or informal for quick integration of new informal for quick integration of new employees)employees)

• Internship Internship • On-the-job rotation (managerial and other On-the-job rotation (managerial and other

levels)levels)• Coaching Coaching • Divisional meetingsDivisional meetings• Specialized training (Task rotation to Specialized training (Task rotation to

maximized specialized human capital based on maximized specialized human capital based on versatility)versatility)

• Ad hoc training sessions to improve personal Ad hoc training sessions to improve personal skills and to share the organization culture (on skills and to share the organization culture (on team building, team work, communication, team building, team work, communication, negotiations, planning and organizing, negotiations, planning and organizing, management, time management, etc.)management, time management, etc.)

TrainingTraining

Off- the –job TrainingOff- the –job Training• Seminars/workshops :Seminars/workshops :

Training workshop Training workshop Peer learning – expert groupsPeer learning – expert groups Reward for performanceReward for performance

• Refresher courses Refresher courses • Courses leading to degrees (tuition Courses leading to degrees (tuition

fees)fees)• Etc.Etc.

Resolution of Conflicts - Resolution of Conflicts - NegotiationNegotiation

LooseLooseLooseLoose

LooseLooseWinWin

Win Win LoseLose

(Collaborat(Collaborative)ive)

Win -Win -LooseLoose

LooseLoose

Win

Win

Management cycleManagement cycle

SMART*Objectives Definition

Perform.Appraisal

Standardsof

perform. Develop

m.

Respons.Assignement

* S* Specific –pecific –MMeasurable – easurable – AAchievable – chievable – RRelevant - elevant - TTimelyimely

Reward Systems Reward Systems

Non-monetary Non-monetary - Participation in the staff social events Participation in the staff social events - CertificateCertificate- Letter of appreciationLetter of appreciation- Empowerment Empowerment - Training (on-the-job and out-of-the job)Training (on-the-job and out-of-the job)- Study tours, etc.Study tours, etc.

Compensation Compensation • In projectsIn projects• Surveys, censusesSurveys, censuses• Etc. Etc.

Separation Separation

Current situationCurrent situation- - RetirementRetirement - Resignation- Resignation

- End of contract- End of contract - Discharge, ….- Discharge, ….

Other situationsOther situations• Consequences of budgetary constraints Consequences of budgetary constraints

(SAP) (SAP) Downsizing Downsizing

• Change of status, etc.Change of status, etc. New organizational structureNew organizational structure New job descriptionsNew job descriptions New recruitment rulesNew recruitment rules

Audit Audit

Objective:Objective:• MeasureMeasure of effectiveness of HR of effectiveness of HR

managementmanagement

=> Analysis => Analysis • TurnoversTurnovers• AbsenteeismAbsenteeism• Lateness Lateness • Etc.Etc.

Recommendations for improvementRecommendations for improvement

Based on existing files or surveys resultsBased on existing files or surveys results

Causes of Causes of professional wear professional wear

out out

Sigmoid Sigmoid CurveCurve

Time for Time for ChangeChange

ChallengesChallenges

Staff Retention:Staff Retention: A major challenge for the NSOA major challenge for the NSO Ex: Central banks in competition with the NSOs Ex: Central banks in competition with the NSOs

• Training Training • Change of statusChange of status• Professionalism Professionalism • Contractual relationships with new members** Contractual relationships with new members** • Periods for consultancy services for senior staffPeriods for consultancy services for senior staff• Mentoring Mentoring • Special ProgrammesSpecial Programmes• Social eventsSocial events

For discussionsFor discussions

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

AnnexesAnnexes

P1- P1- Customer focus Customer focus P2- P2- LeadershipLeadershipP3- P3- InvolvementInvolvement of peopleof people P4- P4- Process approach Process approach P5- P5- System approach to management System approach to management P6- P6- Continual improvementContinual improvementP7- P7- Factual approach to decision-makingFactual approach to decision-making P8-P8- Mutually beneficial suppliers Mutually beneficial suppliers

relationships relationships

Source:Source: iso.org iso.org

Annex 1: Quality Management Annex 1: Quality Management Principles Principles

Weaknesses:Weaknesses:• Poor staffing Poor staffing • High mobility of specialized staffHigh mobility of specialized staff• No adequate skill-mixNo adequate skill-mix• Low wagesLow wages• Not enough incentivesNot enough incentives• Etc.Etc.

Annex 2: SWOT AnalysisAnnex 2: SWOT Analysis

Strengths:Strengths:• Highly skilled staff Highly skilled staff • Change of status Change of status • Brand name of the NSOBrand name of the NSO• Partnerships _ New opportunities in Partnerships _ New opportunities in

training, funding additional activitiestraining, funding additional activities• Etc. Etc.

Annex 2: SWOT AnalysisAnnex 2: SWOT Analysis

Threats:Threats:• Skilled staff highly in demand (threat Skilled staff highly in demand (threat

for NSOs not for NSSs)for NSOs not for NSSs)

Annex 2: SWOT AnalysisAnnex 2: SWOT Analysis

Opportunities:Opportunities:• Higher profile of statisticians (change Higher profile of statisticians (change

of status – Awareness (advocacy and of status – Awareness (advocacy and increase in international statistical increase in international statistical needs) needs)

• Current trendsCurrent trends Lifetime learning Lifetime learning Leverage through ICTLeverage through ICT Networking Networking Lobbying Lobbying Sub-contractingSub-contracting

Annex 2: SWOT AnalysisAnnex 2: SWOT Analysis

Improving skills

to raise statistical profileto raise statistical profile

Workload reductionWorkload reductionSkill-mixSkill-mix

Opportunities:Opportunities:• Higher profile of statisticians (change Higher profile of statisticians (change

of status – Awareness (advocacy and of status – Awareness (advocacy and international needs) international needs)

• Current trendsCurrent trends Lifetime learning Lifetime learning Leverage through ICTLeverage through ICT Networking Networking Lobbying Lobbying Sub-contractingSub-contracting

Annex 3: SWOT AnalysisAnnex 3: SWOT Analysis

Improving skills

to raise statistical profileto raise statistical profile

Workload reductionWorkload reductionSkill-mixSkill-mix

Annex 4: Example: United Annex 4: Example: United NationsNations

Competencies :Competencies :CommunicationCommunication Team work Team work Planning and Planning and

organizationorganization AccountabilityAccountability CreativityCreativity Client-OrientationClient-Orientation Commitment to Commitment to

continuous learningcontinuous learning ““ VeilleVeille technologique” technologique”

Managerial Managerial competencies :competencies :

LeadershipLeadership VisionVision Empowerment of Empowerment of

othersothers Building confidenceBuilding confidence Managing Managing

performancesperformances Judgement and Judgement and

decision-makingdecision-making

Values of the Values of the organization:organization:

Integrity – Integrity – Professionalism –Professionalism –

Respect of diversityRespect of diversity

Thank youThank you