HR Management_Ahluwalia Group

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?

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 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.


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

not for NSSs)not for NSSs)


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


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


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

Thank youThank you

HR Management_Ahluwalia Group

Recruiting & HR

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