Human Capital by Awa Thiongane UNECA/ACS

1. Workshop Review of RRSF Implementation Human Capital by Awa Thiongane UNECA/ACS

2. Table of Content • Introduction • Human Resource Policy • Recruitment • Training • Mobility • Staff Retention • Conclusion

3. Human Resources “The biggest force of an organization – and the key of its success – is the quality of its staff and leaders.” K. A. in « Building the future »

4. Quality Management Principles P1- Clientorientation P2- Leadership P3- Personnel involvement P4- Processapproach P5- Management by system approach P6- Continuous improvement P7- Evidence-based approach for decision making P8- Mutual benefit relations with data providers Source:ISO – ISOTC 176 Technical Committee

5. Exemple: United Nations • Values of the Organization: • Integrity • Professionalism • Respect of diversity Managerial Competences : • Leadership (P2) • Vision • Empowerment of others (P3) • Building confidence • Managing performances • Judgment and decision-making Basic Competences: • Communication • Team Work (P3) • Planning and organization • Accountability • Creativity • Client Orientation • Commitment to continuous Learning (P6) • Old Technology

6. Human Resource Policy The HR policy should ensure: • Capacity to evaluate needs with respect to personnel • Standards and techniques for recruitment should be equitable • Deployment and mobility of staff members should be clearly stated • Observance of equity in the management of careers • Training (lifetime training) should be clearly stated • Motivation of personnel is one condition of staff retention

7. Human Resource Policy • Limitations : • Recruitment through civil service channel • Size of the staff • To which extent Chief statistician has appropriate means for: • Motivation of personnel • Deployment of personnel • Task rotation • Training

8. Recruitment • In general by public administration • Long delays out of the control of statistical agencies • Risks: * High percentage of losses (wages – status) • In some case by statistical offices • Advantages: * predictability * flexibility * lower percentage of losses (wages – status) • Recruitment plan (should be included in NSDS)

9. Recruitment: Norms • A recruitment policy • A recruitment plan • A convenient working environment • Team work • Clear description of tasks • Promotion rules (merit versus seniority) • Motivation (training, study tours, participation in international fora, etc.….) • Competences to fill vacancy; etc.

10. Staff Composition Statistical operations require a set of talents • Statisticians • Economists • Demographers • Computer scientists Purchase of • Sociologists of • Econometricians + consultancy • Model Builders services • Geographers • Anthropologists • Criminologists • Engineers • etc

11. Types of personnel to be recruited Too much solicited High mobility but good for their leadership To retain for tasks that do not require interactions with other staff members Technical Qualifications Can quickly acquire competences to retain (the target) To avoid Competencey

12. Professional / Other Staff Ratio OECD countries • One professional by two other staff members African countries • One professional for three or more than ten other staff members Examples Anglophone countries: Kenya 69 1028 7% Ethiopia 118 1444 8% Mauritius 78 235 33% Tanzania 56 133 42% Zimbabwe 44 376 12% Source: Country Profiles 2003

13. Training • Introductory training – immersion (new comers for their quick integration within the organization) • Intermediary training (in-the-job training – Study tours) • Training for managerial functions (for those who have a potential to occupy decision-making positions) • General training for a shared culture and personal development • Communication – Negotiation skills • Team building – Team work - etc. • Specialized training (for task rotation purposes)

14. Training (fordiscussion) A lifetime activity Are there opportunities for : • General training for a shared culture and personal development • Qualification in communication • Qualification in negotiation • Team building – Team work • Other specialized training

15. Mobility • Mobility • Objective : Maximise specialized human capital • Guiding principle : versatility? • Staff retention • Training • Centralized management of professional Statisticians

16. Staff Retention (for discussion) A major challenge for NSOs “A way to handle the staff retention problem consists of simply accepting the fact that any statistical agency can keep their most talented staff members for ever” – The Handbook Contractual relationships with new staff members • Special programmes: • The “cadet” programme of the Australian Bureau of Statistics (ABS funds studies for its most talented statisticians) • Internship (in STCs) etc.

17. Staff Retention (for discussion) A major challenge for NSOs • Central banks competing with NSOs • Training • Change of status • Professionalism • Contractual relationships with the new staff members • Periods for consultancy services for senior staff • Mentoring • Special programmes

18. ConclusionHuman Resources Management:A coherent set of measures « Policy makers – directors, human resource officers, committees on human resources – are not free to choose and take measures they believe are necessary to solve a common problem without worrying about the coherence of the outcome ».

19. Thank you

20. Human Resources Management (for discussion) P2 – Leadership • Motivate individuals towards the NSO objectives • Minimize poor communication between various levels of the NSO • And more

21. Human Resources Management (for discussion) P3 – Staff involvement • Motivated, committed and involved staff members in the NSO • Innovation and creativity to serve the objectives of the organization • Persons responsible for their own performances • Staff members empressés to participate and contribute to continuous improvement

22. Human Resources Management (for discussion) P6 – Continuous improvement • Provide training on methods and tools for continuous improvement • To make continuous improvement of goods and services as well as objective for each individual • Recognize improvements and show one’s recognition

23. Definition African Statistician: Any professional staff and researcher in statistics contributing to the collection, production, analysis or publication of statistical data within the statistical system