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

2. Outline • HR Management : Issue • Planning • Recruitment • Development • Audit • Performance appraisal • Reward systems • Separation

3. Authoritative Quotation “Theorganization’s greatest strength – and the key to our success - is the quality of our staff and managers.” Koffi Anan in « Building the Future »

4. 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

5. 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

6. 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

7. Leader at confluence of …… Environment of the NSO Managerial Abilities L Staff Characteristics Job characteristics

8. User needs Stat products Inputs SWOT matrix HR Strategy Financial & Administrative strategy Strategy chain Rules procedures

9. Strengths Opportunities Weaknesses Threats For discussions See Annex * SWOT Matrix Good Bad Present Future

10. 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?”

11. Step 1: CEO Step 2: CE Step 3: Principal Stat. Step 4: Senior Statistician Step 5: Statistician Career Path: Vertical arrangements • Associated words: • * Grade - level • * Required time • at each step • * Fast track • * Career • plateauring Number of people at each step Increased maturity and experience • Civil service procedure of automatic advancement or advancement on merit (fair appraisal system) • Vertical arrangements lead to a higher job

12. 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

13. 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

14. 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

15. 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.

16. Categories of staff to be recruited To retain for tasks that do not need interactions with other members of the staff Too much in demand *High mobility * but for their leadership Technical skills Would be able to quickly Acquire skills to retain To avoid Competencies

17. 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.)

18. 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.

19. Resolution of Conflicts - Negotiation Win Lose (Collaborative) Win -Loose Win Loose Loose Loose Win Loose

20. SMART* Objectives Definition Perform. Appraisal Respons. Assignement Standards of perform. Developm. Management cycle * Specific –Measurable – Achievable – Relevant - Timely

21. 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.

22. 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

23. Audit • Objective: • Measureof effectiveness of HR management => Analysis • Turnovers • Absenteeism • Lateness • Etc. • Recommendations for improvement Based on existing files or surveys results

24. Causes of professional wear out Time for Change Sigmoid Curve

25. 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

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

27. Annexes

28. Annex 1: Quality Management Principles P1- Customer focus P2- Leadership P3- Involvementof 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

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

30. 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.

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

32. Annex 2: SWOT Analysis • Opportunities: • Higher profile of statisticians (change of status – Awareness (advocacy and increase in international statistical needs) • Current trends • Lifetime learning • Leverage through ICT • Networking • Lobbying • Sub-contracting Improving skills to raise statistical profile Workload reduction Skill-mix

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

34. Competencies : Communication Team work Planning and organization Accountability Creativity Client-Orientation Commitment to continuous learning “ Veille technologique” Managerial competencies : Leadership Vision Empowerment of others Building confidence Managing performances Judgement and decision-making Annex 4: Example: United Nations • Values of the organization: • Integrity – Professionalism – • Respect of diversity

35. Thank you