Workshop on Statistical Organization and Management for SADC Member States – UNSD Human Resources

1. Workshop on Statistical Organization and Management for SADC Member States – UNSD Human Resources Group 1 Discussions Luanda, 04 December 2006

2. Indicators for Monitoring purposes • Staff perception surveys • User satisfaction surveys

3. These must be linked to Action plans for the whole Organisation • The action plan must take into consideration the UN fundamental principles of official statistics (quality, • timeliness etc)

4. Performance Appraisal Programmes • Need to be done in two levels, both at institutional and individual level • Self assessment against organisational plans • Performance appraisal system based on the following: • Individual Performance agreements • Set targets and Timelines

5. Incentive Schemes • Mechanisms for identifying good performers in the organisation must be put in place. This can be accomplished through training, promotions, long service awards etc.

6. Workshop on Statistical Organization and Management for SADC Member States – UNSD Human Resources Group 2 Discussions Luanda, 04 December 2006

7. Staff turnover / retention Problems • Staff retention is undermined by staff turnover. • Turnover can be caused by issues • Salary • Personal choices • Working conditions Solutions • We need to use the SADC structures to raise and address the plight of our staff shortages. • We need to train as many staff members as we can so that we can create a strong resource base. • We need to look into all aspects of Human Resources management, e.g. career-pathing within organisations. • Statisticians have to be competitive in the labour market. • The NSOs have to be autonomous so that they can decide on higher salaries for staff members, to deal with: • Special salaries • Career-pathing • Job satisfaction.

8. Training Problems • The areas where we do not have expertise at all, or areas where we have serious skills deficit • Solutions • We can consider partnerships with academic institutions, even with the support of donor agencies, to train in areas where we lack. • We need national skills development legislation that indicates that a certain percentage of the Ministries, in our case NSOs, must be allocated for training purposes. • We need targeted training, in the work programme, specific to the job/post • We need long-term training programmes, such Masters and Doctorate, as well as bonding them to the NSO, allowing the NSO to recover the amount spent on training should the staff member choose to leave before the bonding contracts expires.

9. Performance management Problems • Lack of proper performance appraisal systems can weaken organisational performance • Solutions • Regular performance review processes and procedures • Conditions of service: we need to create two-stream payment system: that for professionals and for management. • This is very difficult within the current NSOs establishments within government • Performance management systems should be result-based, noting the staff member’s contribution to productivity, innovation. • Performance appraisal should point the NSO management to training needs as well as internal mobility of staff. • Performance management systems should focus on improving organizational performance than focusing on material benefits such as bonuses. • We need to synchronise the organizational planning and budgeting process so that we do not have a situation where committed performance mandates have not been met.