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
 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
 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
 In other words:
• Involvement of people (quality management – principle 3)
• Managing for results (new development agenda)
• Empowerment – responsibility - accountability
 Context: employees expectations
 Social behaviour in Africa
• Homo “socialisis”

• Citizen status within a far more democratic

information society

• Expression of individuals expectations:

- Information - Understanding
- Respect - Knowledge
- Assertiveness - Communication
- Social status - Participation
 Managing People
Leadership (P2)
 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)

 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 Managerial Abilities

NSO

L
Job characteristics Staff
Characteristics
 Strategy chain
User needs
Stat products
Inputs
SWOT matrix

HR
Strategy

Financial &
Administrative
strategy
Rules
procedures
 SWOT Matrix
For discussions
See Annex *
Good

Strengths Opportunities

Weaknesses Threats
Bad

Present Future
 Career path

 Very different patterns

• Before: Vertical career path (civil service – life
appointment in Japanese companies – quasi-
predictability )
• 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?”

 Career Path: Vertical arrangements

Associated
Increased maturity and experience

words:
Step 1:
CEO
* Grade - level
Step 2: CE * Required time
at each step
Step 3: Principal Stat. * Fast track
* Career
Step 4: Senior Statistician 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 or or or

Job X1 Job X2 ……... Job Xi Job Xn

Ex: Computer scientists in NSO in the 80s

 Career path

 Career plateauring
• 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

 Generally by the civil service

• NSO Request – employees are posted
• Risk factors:
 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
 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 Too much in demand

do not need interactions *High mobility
with other members of * but for their
the staff leadership

Would be able to quickly

To avoid Acquire skills
to retain

Competencies
 Training – A lifetime Activity
 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
 Off- the –job Training
• Seminars/workshops :
 Training workshop

 Peer learning – expert groups

 Reward for performance

• Refresher courses
• Courses leading to degrees (tuition fees)
• Etc.
Resolution of Conflicts - Negotiation

Win
Win - Lose
Loose (Collaborative)
Win

Loose Loose
Loose Win

Loose
 Management cycle

SMART*
Objectives
Definition

Perform. Respons.
Appraisal Assignement

Standards
of
perform.
Developm.

* Specific –Measurable – Achievable – Relevant - Timely

 Reward Systems

 Non-monetary
- 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
 Current situation
- Retirement - Resignation
- End of contract - Discharge, ….

 Other situations
• Consequences of budgetary constraints (SAP)
 Downsizing

• Change of status, etc.

 New organizational structure

 New job descriptions

 New recruitment rules

 Audit

 Objective:
• Measure of effectiveness of HR management
=> Analysis
• Turnovers
• Absenteeism Based on existing files or surveys results
• Lateness
• Etc.

 Recommendations for improvement

Time for Change Causes of professional
wear out

Sigmoid Curve
 Challenges

Staff Retention: A major challenge for the NSO

 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

 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

P1- Customer focus

P2- Leadership
P3- Involvement of people
P4- Process approach
P5- System approach to management
P6- Continual improvement
P7- Factual approach to decision-making
P8- Mutually beneficial suppliers relationships

Source: iso.org
 Annex 2: SWOT Analysis

 Weaknesses:
• Poor staffing
• High mobility of specialized staff
• No adequate skill-mix
• Low wages
• Not enough incentives
• Etc.
 Annex 2: SWOT Analysis

 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

 Threats:
• Skilled staff highly in demand (threat for NSOs
not for NSSs)
 Annex 2: SWOT Analysis

 Opportunities:
• Higher profile of statisticians (change of status –
Awareness (advocacy and increase in international
statistical needs)
• Current trends
Improving skills
 Lifetime learning
 Leverage through ICT
to raise statistical profile
 Networking
 Lobbying Workload reduction
 Sub-contracting Skill-mix
 Annex 3: SWOT Analysis

 Opportunities:
• Higher profile of statisticians (change of status –
Awareness (advocacy and international needs)
• Current trends
 Lifetime learning
Improving skills
 Leverage through ICT
 Networking
to raise statistical profile
 Lobbying
 Sub-contracting Workload reduction
Skill-mix
 Annex 4: Example: United Nations
Values of the organization:
Integrity – Professionalism –
Respect of diversity

Competencies : Managerial competencies :

Communication
 Team work
 Planning and organization
 Accountability
 Creativity
 Client-Orientation
 Commitment to
continuous learning
 “ Veille technologique”
 Leadership
 Vision
 Empowerment of others
 Building confidence
 Managing performances
 Judgement and decision-
making
Thank you