Managing knowledge in NSI - creating supporting HRM infrastructure -

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

Maria Dologova, Budapest, 5-7 Sept, 2012 2

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


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


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 -


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


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)


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

Documents

Managing knowledge in NSI - creating supporting HRM infrastructure -