Maria Dologova, Budapest, 5-7 Sept, 2012
Managing knowledge in NSI- creating supporting HRM infrastructure -
Mária Dologová, SO SR, Slovakia
Workshop on HRMT in NSIs, Budapest, 5–7 September 2012
SO SR
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Contents
1. Introduction – NSI in knowledge environment– challenge for HRM
2. HRM – supporting infrastructure for KM HRM – general framework, goal, policy HRM – selected strategies Evaluation – people results
2. Corporate memory
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Introduction
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NSI in knowledge environment
How to make the knowledge work?
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 of individuals
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
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... challenge for HRM
Create suitable culture:- continual interest in own learning / development - willingness to share & use K (tacit!) based on trust, reciprocity, fairness
Revised priorities in all HRM practices, esp. in: learning & development motivation managing K workers
Support organisational structuresencouraging K sharing by: - putting people with different K together - allowing them to share, use, ..., create K
teams, networks(intra, extra-org.)workplace design(meeting rooms, ...)
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From K of K workers ... through K embeded in required products, services ... to increased value of the NSI
... benefit for the NSI
IntegratedTQM
VALUEof the NSI
LEARNING & GROWTH
CUSTOMER
INTERNAL PROCESSES
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Example: SO SRSO 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
Know customers better,Create value-added products,
provide convenient access to products
Improve input effectivenessImprove effectiveness of int. processes
Knowledge, systems
Knowledge basis, Corporate culture (values)IS/ICT supporting VAP m:n
Financial resources, Cost management
Quality management system
VisionStrategyValues
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HRM - supporting infrastructure for KM- general framework, goal, policy -
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Vision we are ... information and knowledge institution ...
...
Mission ... to provide statistical products and services
with the aim to support the improvement of information and intellectual capital of our customers ...
Common shared values
... knowledge sharing, openness to new ideas, innovativeness ...
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SOSR Vision, mission, csv
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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 example
Ensure 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
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Policy
Personnel policySOSR 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.
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HRM - supporting infrastructure for KM- selected strategies -
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Knowledge organisationKnowledge organisation
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HRM
Org. Org. goalsgoals
PlanningRecruitment
selection termination
Adaptation Perfor-mance
Performance assessment
Rewarding
Learning & Development
outflow
HRM
… processing & records keeping ...
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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
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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
ApproachObligation for new employees; 5 months; supervised by gestor
Max. use of accumulated K (corporate memory) - experienced gestor (+role model) - on the job training (+lessons learned); - in-house training (Schola Statistica) - managers as lecturers in Schola Statistica (+role model) - Intranet (rich explicit K, information: int. + ext. regulations, documented procedures, methodology, reports AP Strategy, meeting minutes, ..., relevant EU documents)
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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
ApproachObligation for all employees; min. 5 days/y
Needs: - K gap analysis on strategic 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
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tacit K
Max. use of accumulated K (corporate memory)
- 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 Schola Statistica 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
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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
ApproachAll 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
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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
ApproachAll 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
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Motivation, stimulation desired performanceMotivation 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
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Evaluation - People results
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People perceptions
Aim: to monitor and measure staff perceptions of the organisationTool: 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 valuesFocus: HRM subprocesses, managerial processes, other
Perceptions & performance indicators (SOSR)
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Corporate memory- one of results of functioning HRM infrastructure
supporting KM
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Strategic -, tactical -, operational mgnt
Customer & his satisfaction
Customer & his requirements
Info sources mgnt
HRM ICT- M M-Infra FM
Basis: QMS processes, ISO 9001SO SR
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Focus: K needed in / resulting from the process (integral part of the process)
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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“
Basic architecture
Explicit K Tacit K
ownership of the institution ... of individuals
Tacit K – in heads
Complementar form
Access via: COMMUNICATION putting people together
Coaching, assistance, observing, ...In-house trainingTeams, Informal nets, ...
- discussion-conversation-dialog -
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Thank you for yourattention