SO SR Managing knowledge in NSI — creating

SO SR Managing knowledge in NSI - creating supporting HRM infrastructure - Mária Dologová, SO SR, Slovakia Workshop on HRMT in NSIs, Budapest, 5– 7 September 2012 Maria Dologova, Budapest, 5 -7 Sept, 2012

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

SO SR Introduction Maria Dologova, Budapest, 5 -7 Sept, 2012 3

NSI in knowledge environment SO SR NSI - environment NSI - character • need for statistical knowledge (K) products / services – added value to customer • Knowledge (K) organisation (K = key resource) • changes of statistical procedures, methods • HR > 70% of the NSI budget • integration – need to exchange K within statistical systems • lack of resources - need for intensive development • downsizing, seniority - threat of loosing knowledge • ICT development • carrier of K = HR (K workers) • HR - high level of tacit K Ø power more on the side of individuals How to make the knowledge work? 4 Maria Dologova, Budapest, 5 -7 Sept, 2012

. . . challenge for HRM SO SR Create suitable culture: - continual interest in own learning / development - willingness to share & use K (tacit!) based on trust, reciprocity, fairness Support organisational structures encouraging K sharing by: - putting people with different K together - allowing them to share, use, . . . , create K Revised priorities in all HRM practices, esp. in: learning & development motivation managing K workers teams, networks (intra, extra-org. ) workplace design (meeting rooms, . . . ) 5 Maria Dologova, Budapest, 5 -7 Sept, 2012

. . . benefit for the NSI SO SR From K of K workers. . . through K embeded in required products, services. . . to increased value of the NSI VALUE of the NSI INTERNAL PROCESSES CUSTOMER LEARNING & GROWTH Integrated TQM 6 Maria Dologova, Budapest, 5 -7 Sept, 2012

Example: SO 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 Effective internal processes Products meeting demanding customer requirements, emphasis on quality (stressing facilitation of the correct interpretation and convenient access) Relations, partnerships Vision Strateg y Values Know customers better, Create value-added products, provide convenient access to products Improve input effectiveness Improve effectiveness of int. processes Knowledge, systems Knowledge basis, Corporate culture (values) IS/ICT supporting VAP m: n Financial resources, Cost management Quality management system Maria Dologova, Budapest, 5 -7 Sept, 2012 7

SO SR HRM - supporting infrastructure for KM - general framework, goal, policy - Maria Dologova, Budapest, 5 -7 Sept, 2012 8

SO SR 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. . . SOSR Vision, mission, csv 9 Maria Dologova, Budapest, 5 -7 Sept, 2012

SO SR 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 10 Maria Dologova, Budapest, 5 -7 Sept, 2012

Policy SO SR Personnel policy SOSR example: We regard development of the human resource, carrier of the intellectual capital, as important priority of the Statistical Office of 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. 11 Maria Dologova, Budapest, 5 -7 Sept, 2012

SO SR HRM - supporting infrastructure for KM - selected strategies - Maria Dologova, Budapest, 5 -7 Sept, 2012 12

HRM SO SR Org. goals Knowledge organisation Rewarding HRM Planning Recruitment selection termination Adaptation Performance assessment outflow Learning & Development … processing & records keeping. . . 13 Maria Dologova, Budapest, 5 -7 Sept, 2012

Planning SO SR 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 14 Maria Dologova, Budapest, 5 -7 Sept, 2012

Adaptation training SO SR 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 Approach Obligation 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) 15 Maria Dologova, Budapest, 5 -7 Sept, 2012

Learning & development SO SR Focus (K organisation): To develop professional and managerial knowledge and skills necessary for production and release of statistical products, as well as for supporting processes taking 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 Approach Obligation 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 added value Planning; Monitoring, evaluation: - L&D conception, annual plan; appraisal (employee competencies) 16 Maria Dologova, Budapest, 5 -7 Sept, 2012

SO SR Max. use of accumulated K (corporate memory) - learning on the job; incl. coaching, mentoring, assistance, observing tacit K - 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 17 Maria Dologova, Budapest, 5 -7 Sept, 2012

Appraisal SO SR 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 Approach All employees, annually by own manager - Assessment of performance - Giving and receiving feedback Focussing also on: K level & use - Giving direction (tasks, competence), perspectives - Improving involvement, empowerment Focussing also on: K workers motivation 18 Maria Dologova, Budapest, 5 -7 Sept, 2012

Rewarding SO SR 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 Approach All 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 19 Maria Dologova, Budapest, 5 -7 Sept, 2012

SO SR Motivation, stimulation desired performance Motivation 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 20 Maria Dologova, Budapest, 5 -7 Sept, 2012

SO SR Evaluation - People results Maria Dologova, Budapest, 5 -7 Sept, 2012 21

People perceptions SO SR Aim: to monitor and measure staff perceptions of the organisation Tool: 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 values Focus: HRM subprocesses, managerial processes, other Perceptions & performance indicators (SOSR) Maria Dologova, Budapest, 5 -7 Sept, 2012 22

SO SR Corporate memory - one of results of functioning HRM infrastructure supporting KM Maria Dologova, Budapest, 5 -7 Sept, 2012 23

SO SR Basis: QMS processes, ISO 9001 Focus: K needed in / resulting from the process (integral part of the process) Strategic -, tactical -, operational mgnt Creation of product & dissemination Creation of Pr. BD/Pu. BD & other work. DB Prep. & realis. of stat. survey. & data processing Customer & his requirements Communication with customer def. of way of obtaining data marketing Info sources mgnt HRM Maria Dologova, Budapest, 5 -7 Sept, 2012 ICT- M M-Infra FM Customer & his satisfaction

Basic architecture SO SR Explicit K Tacit K ownership of the institution . . . of individuals Explicit K – codified in: Tacit K – in heads 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) Complementar form Electronic QMS, First Aid Kit „all documents on Intranet“ Access via: COMMUNICATION putting people together Coaching, assistance, observing, . . . In-house training Teams, Informal nets, . . . - discussion-conversation-dialog 25 Maria Dologova, Budapest, 5 -7 Sept, 2012

SO SR Thank you for your attention Maria Dologova, Budapest, 5 -7 Sept, 2012 26