1. 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

2. 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 SO SR

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

4. Maria Dologova, Budapest, 5-7 Sept, 2012 SO SR 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 4

5. Maria Dologova, Budapest, 5-7 Sept, 2012 SO SR 5... 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 structures encouraging 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,...)

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

7. Maria Dologova, Budapest, 5-7 Sept, 2012 Example: SO SR 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 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 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 Vision Strategy Values 7

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

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

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

11. Maria Dologova, Budapest, 5-7 Sept, 2012 SO SR 11 Policy 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.

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

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

14. Maria Dologova, Budapest, 5-7 Sept, 2012 SO SR 14 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)SOSR strategy... top K workers recruiters: able to cope with ambiguity and anxiety

15. Maria Dologova, Budapest, 5-7 Sept, 2012 SO SR 15 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 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)

16. Maria Dologova, Budapest, 5-7 Sept, 2012 SO SR 16 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 processes taking into account existing needs and expectations of customers, as well as development in relevant processes, methods and technologies (SOSR strategy)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 strategic -... on operational level; focus - performance at daily workoperational Planning; Monitoring, evaluation: - L&D conception, annual plan; appraisal (employee competencies)appraisal added value

17. Maria Dologova, Budapest, 5-7 Sept, 2012 SO SR 17 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

18. Maria Dologova, Budapest, 5-7 Sept, 2012 SO SR 18 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) SOSR strategy  Alignment + Motivation Approach All 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

19. Maria Dologova, Budapest, 5-7 Sept, 2012 SO SR 19 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)SOSR strategy  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

20. Maria Dologova, Budapest, 5-7 Sept, 2012 SO SR 20 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

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

22. Maria Dologova, Budapest, 5-7 Sept, 2012 SO SR 22 People perceptions 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 Perceptions & performance indicators (SOSR)

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

24. Maria Dologova, Budapest, 5-7 Sept, 2012 marketing Communication with customer def. of way of obtaining data Prep. & realis. of stat. survey. & data processing Creation of PrBD/PuBD & other work. DB Creation of product & dissemination Strategic -, tactical -, operational mgnt Customer & his satisfaction Customer & his requirements Info sources mgnt HRM ICT- M M-Infra FM Basis: QMS processes, ISO 9001 SO SR 24 Focus: K needed in / resulting from the process ( integral part of the process)

25. Maria Dologova, Budapest, 5-7 Sept, 2012 SO SR 25 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 training Teams, Informal nets,... - discussion-conversation-dialog -

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