Post on 13-Jul-2015
transcript
Workshop Workshop onon
Strategy based Human Resources Strategy based Human Resources ManagementManagement
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-Abhay Ahluwalia-Abhay Ahluwalia
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 strength – and organization’s greatest strength – and the key to our success - is the quality of the key to our success - is the quality of our staff and managers.”our staff and managers.”
Koffi Anan in « Building the Future »Koffi Anan in « Building the Future »
HR and Management TheoryHR and Management Theory A definition of Management A definition of Management
• ““Management is working with and through other Management is working with and through other people to accomplish the objectives of both the people to accomplish the objectives of both the organization and those of its members”organization and those of its 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 organizations’ Employees’ expectations are as important as organizations’
objectives objectives In other words:In other words:
• Involvement of people (quality management – principle 3)Involvement of people (quality management – principle 3)• Managing for results (new development agenda)Managing for results (new development agenda)• Empowerment – responsibility - accountabilityEmpowerment – responsibility - accountability
Context: employees expectationsContext: employees expectations
Social behaviour in AfricaSocial behaviour in Africa• Homo “socialisis” Homo “socialisis”
• Citizen status within a far more democratic Citizen status within a far more democratic information societyinformation 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 NSOMotivate individuals for the goals and objectives of the NSO Minimise bad communication between the various levels of the Minimise bad communication between the various levels of the
NSONSO And moreAnd more
Implication of persons (P3)Implication of persons (P3) Motivated, committed and involved staff within the NSOsMotivated, committed and involved staff within the NSOs Innovation and creativity to serve the organization objectives Innovation and creativity to serve the organization objectives Persons responsible of their own performancesPersons responsible of their own performances Individuals eager to participate in and contribute to continuous Individuals eager to participate in and contribute to continuous
improvementimprovement
Managerial AbilitiesManagerial AbilitiesEnvironment of the Environment of the NSONSO
Staff Staff CharacteristicsCharacteristics
Job characteristicsJob characteristics
Leader at confluence of ……Leader at confluence of ……
LL
Strategy chainStrategy chain
Inputs SWOT matrix
User needsStat products
Financial &Administrative
strategy
HRHRStrategyStrategy
Rules procedures
SWOT Matrix SWOT Matrix B
adB
ad
FutureFuture
Goo
dG
ood
PresentPresent
WeaknessesWeaknesses ThreatsThreats
OpportunitiesOpportunitiesStrengthsStrengths
For discussions For discussions See Annex *See Annex *
Career path Career path
Very different patterns Very different patterns • Before: Vertical career path (civil service – life Before: Vertical career path (civil service – life
appointment in Japanese companies – quasi-appointment in Japanese companies – quasi-predictability )predictability )
• Nowadays: Horizontal career path or combined Nowadays: Horizontal career path or combined with vertical arrangements (mobility is key with vertical arrangements (mobility is key today*) today*)
• (for discussions: advantages and disadvantages (for discussions: advantages and disadvantages for the NSO)for the NSO)
* “Where do you think you will be in 5 years?”* “Where do you think you will be in 5 years?”
Career Path: Career Path: Vertical arrangementsVertical arrangements
Associated Associated words:words:
* Grade - level* Grade - level* Required time * Required time at each stepat each step* 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 p
eopl
e at
eac
h st
ep
Num
ber
of p
eopl
e at
eac
h st
ep
• Civil service procedure of automatic advancement or advancement on Civil service procedure of automatic advancement or advancement on merit (fair appraisal system) merit (fair appraisal system) • Vertical arrangements lead to a higher job Vertical arrangements lead to a higher job
Incr
ease
d m
atur
ity
and
expe
rien
ceIn
crea
sed
mat
urit
y an
d ex
peri
ence
Career Path: Career Path: Horizontal arrangementsHorizontal arrangements
Targeted job Targeted job
Job X1Job X1 Job X2Job X2 Job XiJob Xi Job Xn Job 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 hierarchal Organizational structure are generally hierarchal • Career path is set up for the organization goalsCareer path is set up for the organization goals
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 wages – Difficulties in retention of skilled staff (low wages –
sometimes low profile of the NSO, etc.)sometimes low profile of the NSO, etc.)
The NSO is autonomous The NSO is autonomous • Recruitment plan to be designedRecruitment plan to be designed• Selection procedures as part of the recruitmentSelection procedures as part of the recruitment
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 job To assess the candidate motivation to perform the job
and remain on the job (cost-effectiveness); whether and remain on the job (cost-effectiveness); whether he/she has the qualifications required; he/her attitude he/she has the qualifications required; he/her attitude vis-à-vis the organization culturevis-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 types ) Formal (predetermined questions - various 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 recruitedCategories of staff to be recruited
Competencies
Tec
hnic
al s
kills
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 ActivityTraining – A lifetime Activity On-the-job training On-the-job training
• Orientation for new employees (formal or informal Orientation for new employees (formal or informal for quick integration of new employees)for quick integration of new employees)
• Internship Internship • On-the-job rotation (managerial and other levels)On-the-job rotation (managerial and other levels)• Coaching Coaching • Divisional meetingsDivisional meetings• Specialized training (Task rotation to maximized Specialized training (Task rotation to maximized
specialized human capital based on versatility)specialized human capital based on versatility)• Ad hoc training sessions to improve personal skills Ad hoc training sessions to improve personal skills
and to share the organization culture (on team and to share the organization culture (on team building, team work, communication, negotiations, building, team work, communication, negotiations, planning and organizing, management, time planning and organizing, management, time management, etc.)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 fees)Courses leading to degrees (tuition fees)• Etc.Etc.
Resolution of Conflicts - NegotiationResolution of Conflicts - Negotiation
LooseLooseLooseLoose
LooseLooseWinWin
Win Win LoseLose
(Collaborative)(Collaborative)Win Win
-Loose-Loose
LooseLoose
Win
Win
Management cycleManagement cycle
SMART*Objectives Definition
Perform.Appraisal
Standardsof perform. Developm.
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 (SAP) Consequences of budgetary constraints (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 managementof effectiveness of HR management
=> 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 professional Causes of professional wear out wear out
Sigmoid CurveSigmoid Curve
Time for ChangeTime for Change
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?
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 relationships Mutually beneficial suppliers relationships
Source:Source: iso.org iso.org
Annex 1: Quality Management Principles Annex 1: Quality Management 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 training, Partnerships _ New opportunities in training,
funding additional activitiesfunding additional activities• Etc. Etc.
Annex 2: SWOT AnalysisAnnex 2: SWOT Analysis
Threats:Threats:• Skilled staff highly in demand (threat for NSOs Skilled staff highly in demand (threat for NSOs
not for NSSs)not for NSSs)
Annex 2: SWOT AnalysisAnnex 2: SWOT Analysis
Opportunities:Opportunities:• Higher profile of statisticians (change of status – Higher profile of statisticians (change of status –
Awareness (advocacy and increase in international Awareness (advocacy and increase in international statistical needs) statistical 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 of status – Higher profile of statisticians (change of status –
Awareness (advocacy and international needs) Awareness (advocacy and 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 NationsAnnex 4: Example: United Nations
Competencies :Competencies :CommunicationCommunication Team work Team work Planning and organizationPlanning and organization AccountabilityAccountability CreativityCreativity Client-OrientationClient-Orientation Commitment to Commitment to
continuous learningcontinuous learning ““ VeilleVeille technologique” technologique”
Managerial competencies :Managerial competencies :
LeadershipLeadership VisionVision Empowerment of othersEmpowerment of others Building confidenceBuilding confidence Managing performancesManaging performances Judgement and decision-Judgement and decision-
makingmaking
Values of the organization:Values of the organization:Integrity – Professionalism –Integrity – Professionalism –
Respect of diversityRespect of diversity