1. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 The impact of internal auditing on human resources management: a case study of ANRT Morocco Dr. Rochdi ZOUAKIA zouakia@anrt.net.ma

2. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 Internal auditing plays a tremendous role within the regulator as trough its consulting activities it helps: Improving the regulator from the organisational and managerial standpoint. Evaluating and improving the effectiveness of risk management, control and governance. methods which take under account the complexity and the entirety of the human at work situations. I/ Introduction (1)

3. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 HR assessment, appreciation and follow-up are among the necessities for the regulator efficient management. The internal auditor does participate and contribute to these tasks through the proposal of methods which take under account the complexity and the entirety of the human at work situations. In this regard, the internal auditor is not considered as a substitute to the manager but as a “new eye”, competent and independent able to formulate appreciations propped up with a strong argumentation that may allow the manager to reframe his or her appreciations. I/ Introduction (2)

4. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 We will address briefly two aspects: Human resources auditing findings and knowledge management auditing as conducted within ANRT, the Moroccan regulator. Both audit processes are intimately linked. The top management of ANRT mandated the auditor to conduct an audit that goes beyond the classical financial and accounting audit and deals with the main regulator’s jobs (let us called them the heart of the profession”). I/ Introduction (3)

5. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 This has the merit to give more insight and visibility regarding the main missions such as universal service, competition regulation, interconnection…etc. One aspect of such audits is Human Resources as without HR needs and shortcomings diagnosis, the regulator missions would not be accomplished efficiently, affecting its overall performance. I/ Introduction (4)

6. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 II-A/ ANRT Internal auditing contribution to HR management improvements: We will present some recommendations and findings in generic terms: In terms of HR dimensioning: Sensitive departments like universal service need to conduct field surveys and many other tasks need to revise its dimensioning; II/Human resources Audit (1)

7. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 In terms of training: within the regulator, some focus should be done on training the staff involved in regulation as it is the main mission of the regulator (training budget relatively higher for the department of competition management and licensing follow-up). Transfer of “know how” from experimented staff to juniors is recommended to acquire the necessary “know-how”. II/Human resources Audit (2)

8. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 Specific focus on training leading an improvement of “know to be” (see country paper n°4) for specific tasks like reference interconnection negotiations as well as meeting running; In terms of organisational aspects, in some cases, some overlapping between tasks within two or more departments should be avoided. Then an adjustment of individual attributions should be performed. II/Human resources Audit (3)

9. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 For each job or task identified a competencies repository should be done. This will help defining precisely the needs if any in terms of training and staff mobility. It helps also identify similarities between competencies within the regulator. A need for an ethic chart is clearly identified. The audit identifies also buildings and premises security shortcomings that might affect HR safety. II/Human resources Audit (4)

10. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 On the other hand, the internal audit helps in terms of the elaboration of procedures dealing with HR (recruiting, discipline and access to the premises, training...etc.). These procedures are helpful for the continuity of the regulator missions and for the rapid integration of newly recruited staff. It indicates who should do a task, for what reason, when, for how long and what is the outcome of the task in concern. II/Human resources Audit (5)

11. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 The internal auditor did elaborate also the regulator’s performance indicators relating to Human Resources: II/Human resources Audit (6) Activitiessubjectperformance Indicators Human resources management Resources Optimization  HR careers evolution (average rate of career evolution for each type of employees: how many times in a career an employee got a promotion and the average time spent in each category).  Staffing rate (coaching rate).  Reference jobs and professions catalogue revision rate.  HR Turnover rate (HR mobility).  HR Forecasting carrying out rate.  Training plan carrying out rate.

12. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 II-B/ External auditing contribution to HR management improvements: The External auditor recommended the setting of a formal guideline indicating HR management orientations and objectives for the five coming years. This guideline should elaborate a coherent set of decisions and actions in the following areas: recruiting; training; newly recruited staff integration; mobility and careers management; internal communication; management tools to be developed; work organisation and competencies development. II/Human resources Audit (7)

13. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 A telecommunications regulator can be considered as a “think tank” of the State in terms of regulation matters. As such, most of its competencies and skills are of cognitive type within the category of “know” and “know-how”. While the first is acquired through training and access to knowledge, the second is acquired through practising with the help of external experts or work done by internal experts. Therefore, a knowledge audit is of tremendous importance prior to any Knowledge management and helps greatly the regulator to achieve its goals and missions. III/Knowledge audit (1)

14. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 III-A/ What are the auditor’s goals? - A qualitative evaluation and a sound investigation into the regulator knowledge ‘health’. - An assessment of where the organisation needs to focus its knowledge management efforts, what are its needs, strengths, weaknesses, opportunities, threats and risks in terms of knowledge management. III/Knowledge audit (2)

15. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 III-B/ What are the benefits within a regulator? Given the competencies cartography addressed in country paper n° 04 presentation, the benefits of knowledge audit is, inter alia, to help: - Identify what knowledge is needed to support overall organisational missions and individual as well as teams activities (for example regulation benchmarking, tariffs benchmarking, tariffs calculations tools). III/Knowledge audit (3)

16. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 - Giving evidence of which knowledge is being effectively managed and indicates weaknesses as well as where improvements are needed (could be obsolete information that should be updated). - Providing an exhaustive repository of knowledge that exists within the regulator and how it flows between internal partners. (for instance information about carriers data gathered through an external auditing and very useful for interconnection tariffs calculations) III/Knowledge audit (4)

17. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 - Indicating among existing knowledge, what is duplicated (as duplication has a cost), what is confidential, what knowledge could be in the public domain (for instance the regulator annual report could be in the public domain, while a report on interconnection dispute should be kept confidential). III/Knowledge audit (5)

18. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 III-C/ How the auditor should conduct it? We present briefly the steps included in most knowledge audits: Step 1) Identifying knowledge needs: The first step consists in conducting the regulator needs diagnosis; that is what knowledge is needed for each working situation, job and profession. This information is found through a survey conducted by the auditor and is part of the competencies repository information (see country paper n° 04 presentation) III/Knowledge audit (6)

19. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 Step 2) Drawing up a knowledge inventory: A knowledge inventory helps identifying and locating knowledge assets or resources within the regulator in terms of explicit and tacit knowledge. In the case of explicit knowledge, this will include things like: - What knowledge we have (data bases, external sources…etc.); - Where the knowledge is located and how it is accessible; - What is the quality of the knowledge (is it obsolete, reliable, relevant?) III/Knowledge audit (7)

20. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 In the case of tacit knowledge, the inventory will focus on people involved in the knowledge sharing and production: - Who they are in terms of numbers and categories. - Where they are (in departments, teams and even buildings if applicable). - What they do (job and types see in country paper n° 04 presentation). III/Knowledge audit (8)

21. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 - What is their “know” assets and capital. - What they are learning – on the job training, learning and development. By comparing the findings in step 1 and step 2, the auditor gives an evidence on the gap between knowledge needs and what really is available and what is duplicated. III/Knowledge audit (9)

22. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 Step 3) Analysing knowledge flows: While an inventory of knowledge assets assesses what knowledge capital the regulator has, an analysis of knowledge flows looks at how that knowledge moves among internal partners. This means that auditor looks at how HR do find the necessary knowledge to conduct their duties efficiently, how this knowledge is shared, through what means…etc. The auditor may issue a guideline dealing with information search and location allowing HR a quick access to relevant and updated information. III/Knowledge audit (10)

23. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 Step 4) Creating a knowledge map: Finally the last step before the auditor issues relevant recommendations is to draw a a knowledge map to be made available to the staff; that is a representation of the regulator’s knowledge. In this regard, two mapping approaches may be considered: a) The first one consists in merely showing what knowledge exist within the regulator and where is it located. It could be considered as a static “picture” III/Knowledge audit (11)

24. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 b) The second (and it is the most interesting) includes knowledge flows, showing how that knowledge is shared within the regulator (what are the sources and what are the receivers. I do consider it a dynamic “picture” of the knowledge flow. III/Knowledge audit (12)

25. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 Research and training ANRT Knowledge cartography Support and resources Regulation and international affairs Competition and carriers follow-up Technical regulator New technologies projects Technical control QoS control Required competencies Engineer Networks functioning Qos Statistics Qos indicators ANRT Knowledge cartography: Example of knowledge and competencies required for a sub-domain

26. BDT ITU Regional Workshop on «Competencies for Competitiveness» Cairo 25 – 28 June 2007 Thank you for your attention